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12: The Elements of Great Managing


12: The Elements of Great Managing

This primer on management and employee satisfaction at work boils
down the basics to 12 elements. A sequel to FIRST, BREAK ALL THE
RULES, 12: THE ELEMENTS OF GREAT MANAGING looks at the effect of
employee engagement on the way a business operates and its customer
service. "The evidence is clear that the creation and maintenance
of high employee engagement as one of the few determinants of
profitability largely within a company's control, is one of the
most crucial imperatives of any successful organization." We are
shown a scenario of a business example of each of the 12

In the first scenario, a hotel location isn't performing up to
expectations, so a new manager is brought in to improve customer
service. Is the staff going the extra mile or simply doing what is
needed to maintain? The new manager stresses that commitment to the
success of the team is as strong as individual success.

The second scenario features a large manufacturing company and the
premise that if the employees are happy, then the company will
prosper. "Whether a person has the materials and equipment needed
to do his work well is the strongest indicator of job stress." The
authors cite the movie Office Space and Milton Waddam's attachment
to his red stapler and fear of having to move to another cubicle.
Inadequate resources cause performance obstacles, anxiety and
stress that reach well outside the workplace. Having the tools to
do the job satisfies a basic need, which frees employees to work as
a team.

"At work, I have the opportunity to do what I do best everyday."
Teamwork on projects that will be successful requires specific
individual talents from each team member. When each contributor is
encouraged to be successful and use his or her own talents, the
team and final product have a much greater chance of success.

Praise and recognition are powerful motivators. Like additions,
they drive you for more, even better results. Discover the forms of
feedback that really mean something to your employees.

Workers who feel as though they are only a statistic, a number or
an anonymous part of a system will not succeed and excel, or be
happy and want to do their best work. There is a very high
correlation between not feeling that someone at work cares about
you and resigning.

"Two-thirds of employees who report having someone at work who
encourages their development are classified as 'engaged'; while
one-third are 'not engaged' and less than one percent are 'actively
engaged.'" Whether you have a long-term employer, a supervisor or a
manager helping you succeed, it is important to your success, as
well as to the team's success, that someone else is concerned about
your work and progress.

Managers who encourage employee ideas, feedback and input will see
a more dedicated, motivated and engaged staff. "Employee
involvement will produce improved enterprise performance through
diverse channels."

"Mission driven work groups suffer 30-50% fewer accidents and have
15-30% lower turnover." When employees believe in and are connected
to the company's mission, they also enjoy work more.

Almost every team has its share of deadwood --- those employees who
simply do not give their best effort. In some cases, they give
almost no effort at all, which causes resentment from other team
members who may resort to coercion or leave the problem in
management's hands.

Rodd Wagner and James K. Harter have provided very beneficial tools
for all managers, whether you are a seasoned pro or a fledgling.
The tools here will assist you in managing your work life more


Reviewed by Marge Fletcher on December 22, 2010

12: The Elements of Great Managing
Rodd Wagner and James K. Harter, Ph.D.

  • Publication Date: November 1, 2006
  • Hardcover: 237 pages
  • Publisher: Gallup Press
  • ISBN-10: 159562998X
  • ISBN-13: 9781595629982