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First, Break All The Rules:
…how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
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8 |
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First, Break All The Rules:
I recommend living by this simple rule: Make very few promises to your people, and keep them all.
|
12 |
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First, Break All The Rules:
A manager has got to remember that he is on stage every day: His people are watching him. Everything he does, everything he says… sends off clues to his employees.
|
13 |
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First, Break All The Rules:
…no matter what your business, the only way to generate enduring profits is to begin by building the kind of work environment that attracts, focuses and keeps talented employees. – James Heskett, W. Earl Sasser, and Leonard Schlesinger
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17 |
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First, Break All The Rules:
…the most valuable aspects of jobs are now… the most essentially human tasks: sensing, judging, creating, and building relationships.
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19 |
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First, Break All The Rules:
Retention and customer service both improve when employees have clear expectations, have an opportunity to do what they do best and feel like someone cares about them.
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30 |
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First, Break All The Rules:
The employee’s immediate manager directly influences the items most consistently linked to turnover. This tells us that people leave managers, not companies.
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31 |
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First, Break All The Rules:
…from the employees’ perspective, managers trump companies.
|
33 |
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First, Break All The Rules:
If employees are willing to offer their company the benefit of the doubt, they will give every new initiative a fighting chance, no matter how sensitive or controversial.
|
37 |
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First, Break All The Rules:
Great managers… recognize that each person is motivated differently and that each person has his own way of thinking and his own style of relating to others.
|
55 |
