First Break All The Rules book summary
Best thing I like about the book: Equating employee journey in the company with mountain climbing. Getting a positive response to most of these questions should result in effective, thriving employee.
Base camp - getting started - What do I get?
- Do I know what is expected of me at work?
- Do I have the right materials and equipment I need to do my work properly?
Camp 1 - What can I give?
- At work, do I have the opportunity to do what I do best every day?
- In the last 7 days have I received recognition or praise for good work?
- Does my supervisor, or someone at work, seem to care about me as a person?
Camp 2 - Do I belong?
- Is there someone at work who encourages my development?
- At work, do my opinions seem to count?
- Does the mission/purpose of my company make me feel like my work is important?
- Are my co-workers committed to doing quality work
- Do I have a best friend at work?
Summit: How do we all grow?
- In the last 6 months, have I talked with someone at work about my progress?
- At work, have I had opportunities to learn and grow?
Other key learnings.
- Hiring
- Hire for talent - talent is a recurring pattern of thought, feeling or behavior that can be productively applied.
- Skills can be learned
- Knowledge/Experience gets built by using skills effectively for a period of time
- Ask real job scenarios with examples to identify talent
- Leverage employee’s strengths
- Employees may join the company for benefits, vision, however, how long employee stays is determined by his relationship with his manager
- Managers doing things right and leaders do the right things; both are needed for effective vision and execution
- Great managers look inward and leaders look outward