2. Managers roundtable 9/25/2013

3. “First, break all the rules” What the world’s greatest managers do differently MARCUS BUCKINGHAM CURT COFFMAN

4. KEY CONCEPTS
The ability to find and keep talented employees is vital to sustained organizational success
The only way to generate enduring profits is to begin by building the kind of work environment that attracts, focuses and keeps talented employees
Most managers realize that their competitiveness and their success is dependent upon finding and keeping top talent in every role

5. KEY CONCEPTS
How do organizations determine whether or not they are effective at doing this?
How do you measure something that is so critically important?
How do you develop a measuring stick that is simple and accurate and can tell us how our managers are doing in terms of finding and keeping talented people?
How do you build highly engaged, productive teams?

6. KEY CONCEPTS
Reviewing more than a million employee surveys, Gallup identified a few questions that when answered positively by employees served as a predictor of outstanding performance and financial results.

7. KEY CONCEPTS Interviewed over a million employees
Took mountains of data and searched for patterns
Pried apart strong workplaces to reveal the core
Searched for those special questions where the most engaged employees – loyal and productive – answered positively, and everyone else answered neutrally or negatively

8. KEY CONCEPTS Discovered “The Big 12”
Don’t measure everything you may want to know about your workplace
Do measure the strength of a workplace
Do measure the core elements needed to attract, focus and keep the most talented employees

9. “Talented employees need great managers.”
KEY CONCEPTS
“Talented employees need great managers.”

10. Measure the Strength of your Company and its Managers
The Big 12
Measure the Strength of your Company and its Managers
The Big 12
1. Do I know what is expected of me at work?
2. Do I have the right materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?

11. Putting the 12 to test
Gallup worked to establish the link between employee satisfaction and business performance (1998)
24 companies representing over 2500 business units provided data regarding productivity, profitability, employee retention, and customer satisfaction
Correlating this data with employee responses to the 12 questions, the Gallup team made several observations

12. Putting the 12 to test
Employees who responded positively to the 12 questions worked in business units with higher levels of productivity, profit, employee retention, and customer satisfaction.
An employee’s immediate manager (not the pay, benefits, perks, or a charismatic corporate leader) plays the critical role in building a strong workplace.
People join companies, but leave managers – and no HR gimmick will overcome the negative impact of an ineffective manager. In that sense, managers trump companies.

13. MOUNTAIN CLIMBING
Great managers take aim at the first 6 questions – these form the foundation of an extraordinary work environment…

14. MOUNTAIN CLIMBING
Great managers take aim at the first 6 questions – these form the foundation of an extraordinary work environment… …the psychological climb.

15. MOUNTAIN CLIMBING Base Camp: “What do I get?”
1. Do I know what is expected of me at work?
2. Do I have the right materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
…meeting basic needs.

16. MOUNTAIN CLIMBING Camp 1: “What do I give?”
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
…self esteem and self worth.

17. MOUNTAIN CLIMBING Camp 2: “Do I belong here?”
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
…am I part of a meaningful social system?

18. MOUNTAIN CLIMBING Camp 3: “How can we all grow?”
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
…do I have the opportunity to develop?

19. MOUNTAIN CLIMBING Reaching the Summit
Positive answers to all 12 questions
Have achieved clear focus
Recurring sense of achievement
Shared purpose

20. Four Business Outcomes Correlate to the Big 12
FOUR Outcomes
Four Business Outcomes Correlate to the Big 12
Productivity
Profitability
Employee retention
Customer satisfaction