How do great managers inspire top performance in employees? How do they generate enthusiasm, unite disparate personalities to focus on a common mission, and drive teams to achieve ever-higher goals?
More than a decade ago, Gallup combed through its database of more than 1 million employee and manager interviews to identify the elements most important in sustaining workplace excellence. These elements were revealed in the 1999 bestseller First, Break All the Rules.
12: The Elements of Great Managing is that book's long-awaited sequel. It follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world.
Gallup's study now includes 10 million employee and manager interviews spanning 114 countries and conducted in 41 languages. 12 weaves the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics.
Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement.
James K. Harter, Ph.D., is chief scientist for Gallup's international workplace management practice. He has authored or coauthored more than 1,000 research studies for profit and non-profit organizations. Some of this research has been popularized in the business bestsellers First, Break All the Rules, and How Full is Your Bucket?, and in academic articles, book chapters, and publications such as USA Today, The Wall Street Journal and The New York Times. He is coauthor of "Manage Your Human Sigma," published in the Harvard Business Review. Harter has worked for Gallup since 1985. He lives in Omaha, Nebraska, with his wife, RaLinda, and their two sons.
- From the Wall Street Journal:
How to Motivate Workers in Tough Times
- The Heart of Great Managing
- The First Element of Great Managing
- The Second Element of Great Managing
- The Third Element of Great Managing
- The Fourth Element of Great Managing
- The Fifth Element of Great Managing
- The Sixth Element of Great Managing
- The Seventh Element of Great Managing
- The Eighth Element of Great Managing
- The Ninth Element of Great Managing
- The Tenth Element of Great Managing
- The Eleventh Element of Great Managing
- The Twelfth Element of Great Managing
- The Problem of Pay
- Performance Reviews Without the Anxiety
- Investing in Employees' Development
- Why Employees Need the Right Equipment
- Making Employees' Opinions Count
- B&Q Does Career Improvement Too
- Engineering a Friendly Workplace at DaimlerChrysler
- Assembling the Right Talents at Stryker
- A Manager's Revolutionary Idea at International Paper
- Fixing a "Sneaky Broke" Hotel
- Moving Mountains at Cabela's
- Becoming the Best at Qwest
- "One Store, One Team" at Best Buy
- Nourishing Employee Engagement
"12 is one of the most worthwhile books I've ever read on managing people."
John Moore, author of Tribal Knowledge: Business Wisdom Brewed From the Grounds of Starbucks Corporate Culture
"This book picks up where the late, great Peter Drucker left off. [It provides] the concepts, evidence, and practical advice that will guide the much-needed revolution in the theory and practice of managing. The chapter on the psychology of pay is a must-read for every single manager out there. If you read only one business book this year, 12 should be it."
Richard Florida, Ph.D., Professor of Public Policy at George Mason University and author of The Rise of the Creative Class
"This wonderfully documented book provides a clear case for the elements that enhance employee engagement in organizations. Implementing the recommendations in 12 will most certainly increase the productivity of your employees."
Ed Diener, Ph.D., Alumni Distinguished Professor of Psychology, University of Illinois
"12 spells out in a highly readable style what good managers do to create employee engagement and the business benefits it brings. A truly practical and valuable book for the business world."
Frank Schmidt, Ph.D., Professor of Human Resources, Department of Management and Organizations, University of Iowa
"...what the reader gets is not a passel of platitudes on how to get the most out of employees...but, rather, a professional analysis of the information gathered."
National Post (Canada)
"[12 provides] 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 effectively."
Marge Fletcher, www.bookreporter.com