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The greatest managers in the world seem to have little in common.They differ in ***, age and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: they do not hesitate to break virtually every rule held sacred by conventional wisdom.

They do not believe, that with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome thei***eaknesses. They c***istently disregard the goldenrule. And, yes, they even play favourites. This amazing book explains why.

Introduction: Breaking All the Rules

Chapter 1: The Measuring Stick

　A Disaster Off the Scilly Isles

　“What do we know to be important but are unable to measure?”

　The Measuring Stick

　“How can you measure human capital?”

　Putting the Twelve to the Test

　“Does the measuring stick link to business outcomes?”

　A Case in Point

　“What do these discoveries mean for one particular company?”

　Mountain Climbing

　“Why is there an order to the twelve questi***?”

Chapter 2: The Wisdom of'Great Managers

　Words from the Wise

　“Whom did Gallup interview?”

　What Great Managers Know

　“What is the revolutionary insight shared by all great managers?”

　What Great Managers Do

　“What are the four basic roles of a great manager?”

　What Do You Get Paid to Do?

　“How do you know if the outcomes are right?”

　The Four Keys

　“How do great managers play these roles?”

Chapter 3: The First Key: Select for Talent

　Talent: How Great Managers Define It

　“Why does every role, per.formed at excellence, require talent?”

　The Right Stuff

　“Why is talent more important than experience,brainpower, and willpower?”

　The Decade of the Brain

　“How much of a person can the manager change?”

　Skills, Knowledge, and Talents

　“What is the difference among the three?”

　The World According to Talent

　“Which myths can we now dispel?”

　Talent: How Great Managers Find It

　“Why are great managers so good at selecting for talent?”

　A Word from the Coach

　“John Wooden, on the importance of talent.”

Chapter 4: The Second Key: Define the

Chapter 5: The Third Key: Focus on Strengths

Chapter 6: The Fourth Key: Find the Right Fit

Chapter 7: Turning the Keys:

Appendices:

APPENDIX A: The Gallup Path to Business

APPENDIX B: What the Great Managers Said

APPENDIX C: A Selection ofTalents

APPENDIX D: Finding the Twelve Questi***

APPENDIX E: The Meta-***ysis

Acknowledgments

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书籍介绍

Great managers do not help people overcome thei***eaknesses. They do not believe that each person has unlimited potential. They do play favourites and they break the 'Golden Rule' book everyday. This amazing book explains why great managers break all the rules of conventional wisdom. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great, front-line managers will suffer. Great managers are the heroes of this book. Vivid examples show how, as they select, focus, motivate and develop people, great managers turn talent into performance. Finally, the authors have distilled the essence of good management practice into twelve *** questi*** that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opini*** and productivity, profit, customer satisfaction, and the rate of turnover.