1 of 1 people found the following review helpful
3.0 out of 5 stars
Worth a read, 23 Aug 2013
This book explains the rationale and research behind the Gallup organisation's 12 question staff engagement survey. It takes about 250 pages to do that using a few repetitive examples.
I found the book quite helpful but not particularly insightful. The lessons can be boiled down to the following:
Sort out the 12 questions from base to summit priority. Get the basics sorted out first.
1 Base Camp: What do I get?
Do I know what is expected of me
Do I have all have the materials and equipment I need to do my work properly
2 What do I give?
Do I have the opportunity to do what I do best every day.
In the last seven days, have I received recognition or praise the good work.
Does my supervisor, or someone at work, seem to care about me as a person.
Is there someone at work who encourages my development.
3 Do I belong here?
At work, do my opinions seem to count.
Does the mission of my company make me feel my job is important
Are my co-walkers committed to doing quality work
Do I have a best friend at work
4. Summit: How can we all grow?
This last year, have I had opportunities at work to learn and grow
People don't change much, so don't waste time trying to put in what was left out. Just try to draw out what was left in.
Talent is any recurring patterns of behaviour that can be applied productively.
- A product of individual filters and response to stimuli; set by early teens through synaptic highways that are cleared and others that are abandoned.
- Talent is not knowledge or skill.
o Knowledge is when you're aware of facts and experiences and have reflected upon them.
o Skill is when functions are broken down into components steps and practised.
- Lacking talent, performance suffers when faced with a situation for which there has been no training.
- Skills and knowledge are transferable, talent is not.
Focus on strengths; manage around weaknesses.
The time you spend with your best is your most productive time. Pay attention to the most productive time of your superstars.
Learn from the best; use excellence as a benchmark.
A non-talent becomes a weakness only when that talent is required for success in the role. Get a support system or partner to compensate for weaknesses. If that isn't possible, move the person out of the role.
Good teamwork occurs when self-aware individuals are in the correct roles, doing what they each do best in a complimentary way.
Four factors of good supervision feedback:
1. Consistent, constant feedback (about four hours on style and performance per person per year)
2. Briefly review facts and perspective on style.
3. Focus on the future use of style (talents) to be productive.
4. One-on-one, in private.
Know and care about individual staff - ask why they behave in particular ways, pay attention and listen.
Tough love - Don't tolerate performance around the average for very long. Learn to understand a person's talent/non-talent and deal with it so that performance moves above the average.
At manager-staff performance updates, talk through:
1. What actions have been taken over the reporting period.
2. What discoveries have been made.
3. What partnerships have been built.
For the future.
4. Discuss what will be the main focus for the next period.
5. What new discoveries are planned.
6. What new partnerships will be built.
What individuals should do:
Build a constituency
Focus on outcomes.
Define every role in outcome terms.