Editorial Reviews:
Much has been written about the qualities that make a great manager, but most of the literature overlooks a fundamental question: What does a great manager actually do? While there are countless management styles, one thing underpins the behavior of all great managers: They come to know and value the particular quirks and abilities of their employees. They figure out how to capitalize on their staffers' strengths and tweak the environment to meet larger goals. Such a specialized approach may seem like a lot of work. But, in fact, capitalizing on each person's uniqueness can save time. A manager who develops positions for her staff members based on their unique abilities will be rewarded with behaviors that are far more efficient and effective than they would be otherwise. This focus on individuals also makes employees more accountable. Because staffers are evaluated on their particular strengths and weaknesses, they are challenged to take responsibility for their abilities and to hone them. Capitalizing on a person's uniqueness also builds a stronger sense of team. To take great managing from theory to practice, the author says, you must know three things about a person: his strengths, the triggers that activate those strengths, and how he learns. By asking the right questions, squeezing the right triggers, and becoming aware of your employees' learning styles, you will discover what motivates each person to excel.
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