|
|
It’s the Manager:
Becoming an effective coach is the most important skill any manager can develop.
|
85 |
|
|
It’s the Manager:
…politicking and lobbying for higher pay and status imposes an inefficiency tax on organizations.
|
87 |
|
|
It’s the Manager:
…a competitor needs to pay an employee over 20% more to get them to switch jobs if that employee is engaged. If an employee is disengaged, they will leave for almost any increase in salary.
|
87 |
|
|
It’s the Manager:
Performance ratings reveal more about the supervisor than the employee.
|
90 |
|
|
It’s the Manager:
To make general performance measures relevant to each employee, managers should individualize expectations and development.
|
95 |
|
|
It’s the Manager:
Gallup discovered that the No. 1 reason people change jobs today is ‘career growth opportunities.’ And that reason is on the rise.
|
97 |
|
|
It’s the Manager:
The right career path should meet your organization’s objectives while being flexible enough to adapt to an employee’s individual strengths…
|
99 |
|
|
It’s the Manager:
Managers – through their strengths, their own engagement, and how they work with their teams each day – account for 70% of the variance in team engagement.
|
105 |
|
|
It’s the Manager:
Teams with members who have deep respect for each other and friendships are more engaged and perform better.
|
105 |
|
|
It’s the Manager:
Teams whose members know their own strengths and those of the teammates can more quickly and efficiently do what they do best.
|
106 |
