First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

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While it's never pleasant, great managers truly approach it in a different fashion, and that was utterly fascinating to me to see a new side of that. Ensuring that employees are satisfied in their roles is a sure-fire way of creating such a workplace.

Instead, you can shuffle responsibilities around on your team until each person has a role that suits their skills.Zamiast tego jest pokazana alternatywa, która podskórnie zgadza się z moimi doświadczeniami (ad 1) ludzie się nie zmieniają, (ad 2) należy pracowników traktować zgodnie z ich charakterem, (ad 3) trzeba skupić się na talentach pracowników. These blinks explain on a practical level how managers can find the right employees for the right roles and keep them satisfied with their jobs. Despite their different styles and backgrounds, great managers don't hesitate to break virtually every rule held sacred by conventional wisdom. The results are outstanding and help to break many conventional ground rules followed by Management across many companies.

If you micromanage by telling people how to reach the company goals, they’ll resent you and become less engaged. It's worth a read, but I feel like I have to have a degree in psychology (or psychiatry for that matter) to be a great manager. Management is about knowing people and choosing the right style of communication for the person being managed, not the manager. They summarize their findings in First, Break All the Rules: What the World’s Greatest Managers Do Differently .To kick-start the strengths revolution, Buckingham and Gallup developed the StrengthsFinder exam (StrengthsFinder.