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| Authors: Rodd Wagner, James K. Harter
Publisher: Gallup Press
Category: Book
List Price: $25.95
Buy New: $14.50
You Save: $11.45 (44%)
New (38) Used (21) from $12.12
Avg. Customer Rating:  20 reviews
Sales Rank: 7182
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 280
Shipping Weight (lbs): 1.3
Dimensions (in): 9.2 x 6.2 x 1.2
ISBN: 159562998X
Dewey Decimal Number: 658
EAN: 9781595629982
ASIN: 159562998X
Publication Date: November 1, 2006
Availability: Usually ships in 1-2 business days
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| Customer Reviews:
 The path to being a great manager. October 1, 2007
4 out of 4 found this review helpful
If you are a manager - PLEASE READ THIS BOOK! If you are not a manager, buy this book; gift-wrap it, and GIVE IT TO YOUR MANAGER!
Managers take note - This book is the answer to getting your people engaged.
I love good advice and this book has plenty. I took out my highlighters and marked all over this book. It goes on my reference shelf for years to come. As I work with organizations to help them engage their people to take action (see theactionator.com) this book will go on my "must read" list. If you have a list of books to read this year, add "12 The Elements of Great Managing".
My favorite element is number three: The Opportunity to Do What I Do Best. This chapter addresses the issue of "matching a person to the right job, or a job to the right person". This is one of the hardest elements to pull off but the payback is HUGE! Imagine how engaged your workforce would be if everyone had an opportunity to do what they do best!
Buy this book, get out your highlighters, and get to work. The 12 elements in this book can help the good manager become GREAT!
Larry Kevin Adams
theactionator.com
Managing the Human Element September 9, 2007
2 out of 2 found this review helpful
Once again, researchers from The Gallup Organization remind us of the performance benefits that accrue when leaders acknowledge the `human element' of business. In this expanded dialogue about the 12 elements of great managing, as identified from extensive research in the 1999 best seller First, Break All the Rules: What the World's Greatest Managers Do Differently; authors Wagner and Harter bring each element to life through shop-floor stories interwoven with Gallup's foundational research that provides the elements' psychological underpinning. The result is a convincing and readable book that might have you wondering why so many organizations work so hard "to make their "human resources" more productive while fighting what makes them human."
Hidden within this book is the underpinnings of a methodology for meeting the needs of the organization (Business Inc.) while meeting the needs of the individual (Me Inc.), and it is not just about the money - and as the 13th element of great managing, the authors tell you why in a section titled, "The Problem with Pay." Great book delivering the underpinnings of a great concept; it is highly recommended for anyone interested in engaging people with the performance demands of their business. Dennis DeWilde, author of The Performance Connection.
 an excellent guide May 13, 2007
0 out of 1 found this review helpful
I have found this book helpful as the writers combine real situations and stories from their research to bring to life the theory. I am already putting into place some of the ideas in my role at work. Highly recommended.
Overdue Update on First, Break All the Rules with Detailed Examples March 26, 2007
10 out of 10 found this review helpful
If you haven't read First, Break All the Rules, I have good news for you: Just read this book instead. 12: The Elements of Great Managing is a better book.
If you have read First, Break All the Rules, chances are it was a long time ago. You are probably ready for a refresher if you read that book back in 1999 or 2000 as I did.
As before, the Gallup people have asked that reviewers not list the 12 elements. I think they are overly sensitive, but I'll honor their request.
Let me characterize the 12 elements instead: Each point relates to either a necessity for being able to do your job well, having a sense that people care that you come to work, feeling engaged by your work, and seeing a future in what you are doing. Employees who feel engaged in these dimensions usually stay longer, are less likely to be out sick, and perform at higher levels of productivity. After you see the list, you'll accept those conclusions, I'm sure.
Since the first book came out, Gallup has done a lot more interviews. One of the benefits of all hose millions of additional interviews is to provide extra information about how and why each element is important. I was pleased to see that the authors also draw on psychological and physiological research to help explain their findings.
But the best parts, for me, were the 12 case studies that were like mini-fables of the sort that Ken Blanchard likes to write . . . except these cases involve real people. The leaders make mistakes as well as do things right, and you get a sense of how hard it is to improve performance in an important employee dimension when your organization has been doing it badly for some time. One of the things I liked best about the cases was that the authors didn't go overboard by just presenting organizations that perform in the top 1 percent that wouldn't seem quite real to most people.
I also liked the section at the end about how pay overlaps with all of the other findings. Most people are affected by their pay, and I thought that the authors put that into perspective quite well.
Although part of the message is that you need Gallup surveys to figure out what your problem is with employee engagement, the book is tactfully quiet on that point. Nice!
Although you may be tempted to either just read the list and feel like you've got it or just read the cases in areas where you think you have problems, I encourage you to read all of the material. You might get a new assignment tomorrow that will look totally different from where you are today. That happened to several people in the book. You'll be better prepared when that happens.
I thought that First, Break All the Rules was better than an MBA education on how to be an effective leader. This book is probably better than most DBA educations on the same subject.
Be engaging!
 Production flaws March 21, 2007
0 out of 16 found this review helpful
Disk #2 and #4 have the same disk #4 material. Disk #2 information is missing.
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