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anitaashland's review against another edition
4.0
This is essential reading for anyone who manages, or aspires to manage, people. It analyzes the 12 questions that measure the core elements needed to attract and keep the greatest employees. The first 6 are the most important:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6 Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months have I talked to someone about my progress?
12. At work, have I had opportunities to learn and grow?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6 Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months have I talked to someone about my progress?
12. At work, have I had opportunities to learn and grow?
nworba's review against another edition
4.0
If you have a detailed understanding of the Gallup survey for employee engagement, you can generally skip this book. That said, it's a good book.
mrsdragon's review against another edition
5.0
Absolutely fabulous. Not only is this book data driven (always a favorite of mine) but it offers a refreshing and challenging new way of looking at the employee/manager relationship. Breaking some of the conventional "rules" (ie: spend more time with your best people, don't try to fix weaknesses), they offer explanations for what really works to drive super star performance.
kiboo's review against another edition
3.0
This book was pretty benign for a leadership/management book which I usually steer clear of. There was some good advice in here but nothing revolutionary. The main “keys” the book focused around, my notes in parentheses:
1. Select for talent (there is a difference between talent and skills - skill is being able to use Excel, talent is waking up every morning excited to do something in Excel. You want to select for the people that naturally love doing whatever the job requires)
2. Define the right outcomes (jobs should have measurable outcomes that determine excellence and success. This shouldn’t be set by the “average”, but by what the talented employees are doing)
3. Focus on strengths (don’t try to fix people’s weaknesses. People are who they are and rarely does swimming against the current to fix a weakness actually work, and even if it does, having someone excel in their strengths is better)
4. Find the right fit (someone may not be made for management and they should be allowed to be excellent in their individual contributor role, with raises, for as long as they are willing to stay. Likewise, firing someone can be the right choice for both the company and the person if the job just isn’t a match)
1. Select for talent (there is a difference between talent and skills - skill is being able to use Excel, talent is waking up every morning excited to do something in Excel. You want to select for the people that naturally love doing whatever the job requires)
2. Define the right outcomes (jobs should have measurable outcomes that determine excellence and success. This shouldn’t be set by the “average”, but by what the talented employees are doing)
3. Focus on strengths (don’t try to fix people’s weaknesses. People are who they are and rarely does swimming against the current to fix a weakness actually work, and even if it does, having someone excel in their strengths is better)
4. Find the right fit (someone may not be made for management and they should be allowed to be excellent in their individual contributor role, with raises, for as long as they are willing to stay. Likewise, firing someone can be the right choice for both the company and the person if the job just isn’t a match)
ssung's review against another edition
3.0
Confirmed most things I've personally thought over the years, at the very least. If you buy either physical or ebook you get survey codes to try out the Gallup traits, which I think, are pretty broadly similar to what you can get out of the PrinciplesYou survey. Or least that's how both readings came out for me (which, yes, I know, backed by science and all, but feels distressingly similar to astrology in some ways).
mlannie's review against another edition
informative
4.0
I remember loving this book since I read it as a first time EPICS manager, but don’t remember specifics. I think it was about personalizing your leadership?