3a vision for schools"Which elements will attract only talented employees and keep them, and which elements are appealing to every employee, the best, the rest, and the ROAD (retired on active duty) warriors?" (p. 26).The best: superstarsThe rest: backboneROAD: mediocres
4a vision for schools Best Rest ROAD The best: superstars The rest: backboneROAD: mediocres
5Do I know what's expected of me at work? question #1Do I know what's expected of me at work?
6Do I have the materials and equipment I need to do my work right? question #2Do I have the materials and equipment I need to do my work right?
7At work, do I have the opportunity to do what I do best every day? question #3At work, do I have the opportunity to do what I do best every day?
8question #4In the last seven days, have I received recognition or praise for doing good work?
9question #5Does my supervisor, or someone at work, seem to care about me as a person?
10Is there someone at work who encourages my development? question #6Is there someone at work who encourages my development?
11At work, do my opinions seem to count? question #7At work, do my opinions seem to count?
12question #8Does the mission/purpose of my company make me feel my job is important?
13Are my co-workers committed to doing quality work? question #9Are my co-workers committed to doing quality work?
14Do I have a best friend at work? question #10Do I have a best friend at work?
15question #11In the last six months, has someone at work talked to me about my progress?
16This last year, have I had opportunities at work to learn and grow? question #12This last year, have I had opportunities at work to learn and grow?
18why do people leave?"People leave managers, not companies...in the end, turnover is mostly a manager issue" (p. 33).
19why do people leave?"An employee may join…lured by their generous benefits package and their reputation for valuing employees. But it is (the) relationship with (the) immediate manager that will determine how long…and how productive" (p. 36).
20why do people leave?"The longer your lower-level needs remain unmet, the more likely it is that you will burn out, become unproductive, and leave" (p. 46).
28Three Kinds of Talent talent Striving Thinking Relating explains the why of a personThinkingexplains the how of a personRelatingexplains the who of a person
29talent"Try to identify one critical talent in each of the three talent categories, striving, thinking, relating. Use these three talents as your foundation. Focus on them during the interviewing process. Mention them when asking people for referrals. Do not compromise on them, no matter how alluring a candidate's résumé might appear." (pg. 102)
34what the best do…"I deliberately look for something to like about each of my people." pg. 143
35what the best do…"Investing in the best was, first, the fairest thing to do; second, the best way to learn; and, third, the only way to stay focused on excellence" (p. 155).
36what the best do…"Go back and 'rehire' your best people--that is, go back and tell them why they are so good. Tell them why they are one of the cornerstones of the team's success....Simply tell them why their contribution is so valued today. Don't assume your best know" (p. 156).
37what the best do…"Excellence is not the opposite of failure. It is just different...includ(ing) behaviors that look surprisingly similar to the behaviors of your strugglers" (p. 157).
38what the best do…"Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like....It's fairer...more productive. And, most of all, it's much more fun" (p. 163).
39what the best do…"The best managers are more deliberate. They talk with each individual, asking about strengths, weaknesses, goals, and dreams...they know the surest way to identify each person's talents is to watch his or her behavior over time" (p. 149).
40what the best do…"You succeed by finding ways to capitalize on who you are, not by trying to fix who you aren't" (p. 171).
41what the best do…"It is a rare thing to be able to find a role that gives you a chance to express the specialness inside you, a role where what makes you You is also what makes you good. It is rare, not because there aren't enough interesting roles--virtually every role performed at excellence has the potential to interest somebody--but because so few individuals ever come to know their true talent and so many managers fail to notice the clues" (p.150).
42How to better unleash an employee's distinct talents: what the best do…How to better unleash an employee's distinct talents:Carve out a unique set of expectations that will stretch and focusHighlight and perfect their unique style, helping him understand why it works and how to perfect itRun interference: Our teachers don't work for me. I work for them.