![]() ![]() ![]() This requires from the manager that he invests in both casting and coaching roles: it’s up to him to identify talent and to develop it in the best possible way. They then largely compensate for our weaknesses. Our natural gifts can become true talent if we work on them. ![]() Managers that can sustain the commitment of their staff members have one common trait: rather than trying to improve on the weaknesses of their staff, they try to identify and develop their strengths. ![]() These questions range from “Do I know what’s expected of me?” to “Do I have learning and development opportunities in my job?” They can be used for self-diagnostic purposes. The studies have identified 12 critical questions, which function as a pyramid, and to which staff need to respond positively to feel committed and performant. He thus constantly noticed that staff leave a great enterprise and an ideal environment because of a manager who doesn’t know how to show his recognition or give meaning to their work. The commitment of the staff finally depends little on the work environment, and much more on the direct line manager. First, Break All the Rules by Marcus Buckingham & Curt Coffman Whats the world greatest Managers do differently. Marcus Buckingham shares the surprising conclusions of the studies led by the Gallup Institute among thousands of managers in dozens of different countries. ![]()
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