Packed with 52 discoveries from Gallup’s largest study on the future of work, It’s the Manager shows leaders how to adapt their organizations to rapid change, ranging from new workplace demands to managing remote employees, a diverse workforce, the rise of artificial intelligence, gig workers, and attracting – and keeping – today’s best employees. Who is the most important person in your organization to lead your teams through these changes? Gallup research reveals: It’s your managers. While the world’s workplace has been going through extraordinary historical change, the practice of management has been stuck in time for more than 30 years. The new workforce – especially younger generations – wants their work to have deep mission and purpose, and they don’t want old-style command-and-control bosses. They want coaches who inspire them, communicate with them frequently, and develop their strengths. Packed with 52 discoveries from Gallup’s largest study on the future of work, It’s the Manager shows leaders how to adapt their organizations to rapid change, ranging from new workplace demands to the challenges of managing remote employees, a diverse workforce, the rise of artificial intelligence, gig workers, and attracting – and keeping – today’s best employees. Who is the most important person in your organization to lead your teams through these changes? Decades of global Gallup research reveal: It’s your managers. They are the ones who make or break your organization’s success. When you build great managers -- ones who can maximize the potential of every team member -- you will see organic revenue and profit growth, and you will deliver to a every one of your employees what they most want today: a great job and a great life. This is the future of work. It’s the Manager includes exclusive content from Gallup Access -- Gallup’s new workplace platform, chock full of additional content, tools, and solutions for business. Your book comes with a code for the CliftonStrengths assessment, which will reveal users’ Top 5 strengths.
This book is ideal whether you’re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization.
Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better.
The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview ...
At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself.
In this "management 101" manual, Alison Green and Jerry Hauser offer step-by-step guidance on everything it takes to make that happen, including how to: Effectively manage specific tasks and broader responsibilities Set clear goals and hold ...
In The Manager they explain their methods, offer lessons they've learned along the way, and describe the decisions they make and the leadership they provide.
The book also gives leaders ideas and action items to help employees use their innate talents and strengths to thrive in each of the wellbeing elements.
... who reviewed the initial draft, among them Lee Broadston, Bette Curd, Jim Clifton, Bob Dean, Dr. John Dykes, Sherry and Eldin Ehrlich, Robert E. Gordon Sr., Steve Grizzell, Elyse Harris, Denise McLain, Gregg Murray, Connie Rath, ...
This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.
Plugged-in managers share their savvy and skills with others. They publicly model good plugged-in management and give their colleagues the chance to build their own plugging-in skills through experience. Richer outcomes (and meals) ...