Individual Performance

The Strengths to Confront Tough Times

Mon, 27 Apr 2009 10:00:00 GMT

Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies.

The Twelfth Element of Great Managing

Thu, 10 Apr 2008 00:00:00 GMT

When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement “This last year, I have had opportunities at work to learn and grow.” Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.

The Eleventh Element of Great Managing

Thu, 13 Mar 2008 00:00:00 GMT

This element is measured by the statement “In the last six months, someone at work has talked to me about my progress.” Some people think a performance review will suffice. But it’s not nearly enough, write the authors of 12: The Elements of Great Managing.

The Tenth Element of Great Managing

Thu, 14 Feb 2008 00:00:00 GMT

Measured by the statement "I have a best friend at work," this element has proven to be incredibly controversial to executives. But those business leaders who think friendships are none of their business don’t understand human nature, according to the authors of 12: The Elements of Great Managing.

Toyota Tackles an Audacious Goal

Thu, 14 Feb 2008 00:00:00 GMT

George Borst, president and CEO of Toyota Financial Services, had a daring plan for leading TFS through an expansion of its customer base and product line. But that required transformation in every aspect of his organization -- new people, infrastructure, knowledge, and skills. Some of the changes offered fresh opportunities, but others presented big problems. What's more, the expansion required Borst to discover new methods of leadership. Here's how he successfully transformed his organization -- and, in the process, himself.

Many Paths to Engagement

Thu, 10 Jan 2008 00:00:00 GMT

There isn’t a perfect route to employee engagement, a single path that passes from manager to employee to productivity to profit. Instead, there are as many effective ways to manage people to attain high performance as there are great managers. Want proof? Here's the story of two managers with very different styles, both of whom have become highly successful with the same company, Mars Incorporated.

The Ninth Element of Great Managing

Thu, 10 Jan 2008 00:00:00 GMT

It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.

The Eighth Element of Great Managing

Thu, 13 Dec 2007 00:00:00 GMT

The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.

The Seventh Element of Great Managing

Thu, 08 Nov 2007 00:00:00 GMT

It matters a lot to employees if their opinions count. That's because people work much harder at something that is at least partly their own idea, according to the authors of 12: The Elements of Great Managing.

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 Fourth Element of Great Managing

Thu, 09 Aug 2007 00:00:00 GMT

Employees may be motivated by many different things, but they all strive for recognition and praise. And they need that positive feedback at least every seven days, according to the authors of 12: The Elements of Great Managing -- a New York Times bestseller that draws on 10 million workplace interviews.

Performance Reviews Without the Anxiety

Thu, 12 Jul 2007 00:00:00 GMT

Many managers dread having to give performance reviews, and many employees equally dread receiving them. A manager in Belgium, one of the highest rated supervisors in Gallup's global database, has solved this problem by not making such a big deal about the reviews. Rather, he gives his workers insightful and personal feedback throughout the year. This approach has proven very effective for his team and has earned the veteran manager accolades. Would his approach work for you?

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.

Investing in Employees' Development

Thu, 10 May 2007 00:00:00 GMT

A Cargill manager's employees rate him exceptionally high on a crucial aspect of great management: developing his team. His leadership practices, which he says he learned as a teen, offer lessons to managers across all industries, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.

The Second Element of Great Managing

Thu, 12 Apr 2007 00:00:00 GMT

Productivity can't get off the ground if employees don't have the right materials and equipment, according to a Gallup study of millions of workers. The authors of the New York Times bestseller 12: The Elements of Great Managing explore this particular management element in depth.

Why Employees Need the Right Equipment

Thu, 08 Mar 2007 00:00:00 GMT

A manager at Owens Corning's Rio Claro, Brazil, facility knows that equipping his employees with what they need leads to many benefits, not the least of which is worker safety, comfort, and productivity. But it also instills team spirit. In fact, the Rio Claro facility is emblematic of one of the key elements revealed in the recently published New York Times bestseller, 12: The Elements of Great Managing.

Probing the Dark Side of Employees' Strengths

Thu, 08 Feb 2007 00:00:00 GMT

Managers who introduce a strengths-based approach to their teams invariably ask this question: Is there a "dark side" to employees' strengths? Can a person with strong command become too pushy, or a person with strong analytical talents drive colleagues crazy with endless questions and hypothetical scenarios? In this article, a strengths expert probes these vexing questions and, using real-life examples, offers surprising (and reassuring) answers.

The First Element of Great Managing

Thu, 08 Feb 2007 00:00:00 GMT

Making sure employees know what's expected of them at work is the foundation of management. Supported by decades of Gallup research, the authors of 12: The Elements of Great Managing explain why.

Making Employees' Opinions Count

Thu, 11 Jan 2007 00:00:00 GMT

To decrease wait times at a prestigious Toronto hospital, a manager needed a clear picture of how friction between two teams was decreasing employee engagement. Ensuring that employees knew that their opinions matter was the key to improving performance.

B&Q Does Career Improvement Too

Thu, 09 Nov 2006 00:00:00 GMT

The young manager of a home improvement store in Wales excels by giving his employees opportunities at work to learn and grow. In fact, he does this so well that he has become one of the most successful managers at it in Gallup's worldwide database.

Engineering a Friendly Workplace at DaimlerChrysler

Thu, 12 Oct 2006 00:00:00 GMT

This manager in India was faced with a poor-performing team and tremendous pressure to turn it around. To tackle this pressing problem, he took a surprising and totally unconventional approach: He fostered workplace friendships.

Assembling the Right Talents at Stryker

Thu, 14 Sep 2006 00:00:00 GMT

In this German plant, the responsibility for fixing a major manufacturing problem fell to manager Klaus Welte. He needed to assemble his team in the same way as the product -- each employee had to fit in his role and work flawlessly together with the rest. The failure of any one component, or any team member, would cause the product and the entire group to fall short of their goals. Here's how Welte and his team overcame a high-pressure challenge.

A Manager's Revolutionary Idea at International Paper

Thu, 10 Aug 2006 00:00:00 GMT

This supervisor in Poland had many obstacles to overcome, not least of which was being a diminutive woman in a paper plant dominated by burly men. What's more, a palpable malaise permeated the place. But by giving her employees something they hadn't received before -- large doses of praise and recognition -- she turned around this formerly government-run warehouse. Her approach was downright radical.

Can Employees Be Friends With the Boss?

Thu, 10 Aug 2006 00:00:00 GMT

Yes indeed, according to research. In fact, managers who demonstrate care for employees have more engaged staffs. So writes bestselling author Tom Rath in his latest book, Vital Friends: The People You Can't Afford to Live Without, which was released this month.