About the Q12 Items

The Sixth Element of Great Managing

Thu, 11 Oct 2007 00:00:00 GMT

Why are mentors such a powerful influence on their protégés? “Human see; human do” is a fundamental part of our wiring, write the authors of the New York Times bestseller 12: The Elements of Great Managing.

The Fifth Element of Great Managing

Thu, 13 Sep 2007 00:00:00 GMT

Why does it matter so much to employees that someone at work cares about them? It's because their need for bonding extends far beyond their homes, churches, and neighborhoods, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.

The Third Element of Great Managing

Thu, 14 Jun 2007 00:00:00 GMT

The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.

Transforming Government

Thu, 14 Aug 2003 00:00:00 GMT

It matters a lot to taxpayers whether the 14,000 employees of the General Services Administration are engaged at work. Marcella Banks, a visionary manager at the federal agency, knows this. Her success at inspiring employees offers a model not just for the rest of government but for managers across industries and sectors who want to improve performance.

The Gender Question

Sun, 17 Jun 2001 00:00:00 GMT

Happiness on the job depends on many things, including opportunities to learn and grow. But it also seems to depend on gender. These days, women find more fulfillment in their jobs and personal lives than men do -- and that gap has widened.

Item 12: Opportunities to Learn and Grow

Mon, 07 Jun 1999 00:00:00 GMT

The need to learn and grow is a natural instinct for human beings. We can learn and grow by finding more efficient ways to do our jobs. Where there is growth, there is innovation, and this is a breeding ground for more positive and refreshing perspectives toward ourselves and others.

Item 11: Talk to Me About My Progress

Tue, 01 Jun 1999 00:00:00 GMT

We have all faced the infamous job performance review. Typically, the first two minutes are focused on what the manager likes about us and our work, and the remaining 58 minutes are spent on our "areas of opportunity" (the areas in which we're weak and should improve).

Item 10: I Have a Best Friend at Work

Wed, 26 May 1999 00:00:00 GMT

Human beings are social animals, and work is a social institution. Long-term relationships are often formed at work -- networking relationships, friendships, even marriages. In the best workplaces, employers recognize that people want to forge quality relationships with their coworkers, and that company loyalty can be built from such relationships.

Item 9: Doing Quality Work

Mon, 17 May 1999 00:00:00 GMT

Highly productive employees tell us there is a vast difference between being assigned to a team and actually identifying with that team. It's a common experience -- our manager assigns us to a workgroup and our name is added to the roster. Just because our names are added, however, doesn't mean that we psychologically join the team, especially if we are afraid the other members don't share our commitment to producing quality work.

Item 8: My Company's Mission or Purpose

Mon, 10 May 1999 00:00:00 GMT

A deeply felt sense of purpose in life leads to excellence. Human beings want to belong to something of significance and meaning. They want to know they are making a difference, contributing to an important endeavor. The best workplaces give their employees a sense of purpose, help them feel they belong, and enable them to make a difference.