What great managers do

Great managers break every rule perceived asaround weaknesses.
“conventional wisdom,” whenAs an example, if I employ a person who lacks
dealing with the selection, motivation, andpeople skills, a diverse group of staff members
development of staff. So state Marcuscan form a customer service team that includes
Buckingham and Curt Coffman in First, Break Allhim. Other employees with excellent people skills
The Rules: What the World’s Greatestmake his weakness less evident. And, the
Managers Do Differently, Compare Prices a bookorganization is able to capitalize on his product
which presents the findings of the Gallupknowledge when dealing with product quality
organization’s interviews with overissues.
80,000 successful managers.Does this mean that great managers never help
Most powerful about these findings aboutpeople improve their inadequate skills, knowledge,
successful management is that eachor methods? No, but they shift their emphasis to
“great” manager washuman resource development in areas in which
identified based upon the performance results hethe employee already has talent, knowledge, and
produced in his organization. Here are some of theskills.
key ideas discussed in the great managers book.The Four Vital Jobs for Great Managers
Additionally, I'll expand upon the human resourceBuckingham and Coffman identify four twists on
management and development information fromconventional approaches which further define the
the book with specific examples anddifferences in tactics espoused by great
recommendations.managers.
Managers and human resource management andSelect people based on talent.
development professionals can apply the researchWhen setting expectations for employees,
findings to jump start their management careerestablish the right outcomes.
success.When motivating an individual, focus on strengths.
An Overall New Approach to Human ResourceTo develop an individual, find the right job fit for
Developmentthe person.
The insight most commonly expressed during theSelect People Based on Talent
interviews with 80,000 great managers challengesDuring the Gallup interviews, great managers
traditional human resource management andstated that they selected staff members based
development beliefs. Thousands of greaton talent, rather than experience, education, or
managers stated variations on this belief:intelligence. Gallup defined
“People don’t change that“talents” by studying the
much. Don’t waste time trying to puttalents needed to achieve in 150 distinct roles.
in what was left out. Try to draw out what wasTalents identified are:
left in. That is hard enough.” (p. 57)striving - (examples: drive for achievement, need
The implications of this insight for training andfor expertise, drive to put beliefs in action),
performance development are profound. Thisthinking – (examples: focus, discipline,
insight encourages building on what people canpersonal responsibility), and
already do well Instead of trying torelating – (examples: empathy,
“fix” weaker talents andattentiveness to individual differences, ability to
abilities. The traditional performance improvementpersuade, taking charge).
process identifies specific, average or belowHuman Resource professionals will support line
performance areas. Suggestions for improvement,managers more effectively if they recommend
either verbal or in a formal appraisal process,methods for identifying talents such as realistic
focus on developing thes weaknesses.testing and behavioral interviewing . When
What great managers do instead, is assess eachchecking background, look for patterns of talent
individual’s talents and skills. They thenapplication. (As an example, did the candidate
provide training, coaching, and developmentdevelop every new position she ever obtained
opportunities that will help the person increasefrom scratch?)
these skills. They compensate for or manage