Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
When it comes to getting ahead in business, The Gallup Organization has led the way with two landmark books: the New York Times and Wall Street Journal bestsellers First, Break All the Rules and Now, Discover Your Strengths. In its latest guide the world's hottest management consulting firm reveals your company's most valuable asset-and, with groundbreaking new findings and methods, shows you how developing that asset can lead to a quantum leap in cost efficiencies and profits. What do the world's greatest organizations have in common? They know that their most valuable resource is human-their employees and customers. And the best companies understand two important facts: people are emotional first and rational second, and because of that, employees and customers must be emotionally engaged in order for the organization to reach its full potential. Gallup research not only bears that out, but has uncovered the secrets of creating and managing an "emotional economy" that will provide boom possibilities for your company. Follow this Path shows you how the traditional ways to engage people no longer apply in today's world. Instead, it offers a system it calls The Gallup Path, based on the proven, revolutionary strategies of the most successful businesses. You'll learn the prerequisites of an effective workplace, forge unbreakable bonds between employees and customers with the book's 34 Routes to Superior Performance, know the three crucial links that drive productivity and growth, discover the best employee and customer motivators, and much more. Ignore the emotional economy-and miss out on financial performance. Helping you build relationships one customer and one employee at a time, this important book offers a unique new path for your organization to follow. All you have to do is value and develop human relationships all around you to transform your business-starting today.
Follow this path shows you how the traditional ways to engage people no longer apply in today's world. Instead, it offers a system it calls The Gallup Path, based on the proven, revolutionary strategies of the most successful businesses. You'll learn the prerequisites of an effective workplace, forge unbreakable bonds between employees and customers with the book's 34 Routes to Superior Performance, know the three crucial links that drive productivity and growth, discover the best employee and customer motivators, and much more.
Great managers do not help people overcome their weaknesses. They do not believe that each person has unlimited potential. They do play favourites and they break the "Golden Rule" book everyday. In this text company managers reveal revolutionary insights about successful managerial behaviour." - product description.
Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
When it comes to getting ahead in business, The Gallup Organization has led the way with two landmark books: the New York Times and Wall Street Journal bestsellers First, Break All the Rules and Now, Discover Your Strengths. In its latest guide the world's hottest management consulting firm reveals your company's most valuable asset-and, with groundbreaking new findings and methods, shows you how developing that asset can lead to a quantum leap in cost efficiencies and profits. What do the world's greatest organizations have in common? They know that their most valuable resource is human-their employees and customers. And the best companies understand two important facts: people are emotional first and rational second, and because of that, employees and customers must be emotionally engaged in order for the organization to reach its full potential. Gallup research not only bears that out, but has uncovered the secrets of creating and managing an "emotional economy" that will provide boom possibilities for your company. Follow this Path shows you how the traditional ways to engage people no longer apply in today's world. Instead, it offers a system it calls The Gallup Path, based on the proven, revolutionary strategies of the most successful businesses. You'll learn the prerequisites of an effective workplace, forge unbreakable bonds between employees and customers with the book's 34 Routes to Superior Performance, know the three crucial links that drive productivity and growth, discover the best employee and customer motivators, and much more. Ignore the emotional economy-and miss out on financial performance. Helping you build relationships one customer and one employee at a time, this important book offers a unique new path for your organization to follow. All you have to do is value and develop human relationships all around you to transform your business-starting today.
BACK COVER COPY: Curt Stocker began smoking pot in October 1966, more than a year before he went to Vietnam. In this memoir, he shares a true account of his service fighting for America. Considering all the pot he smoked, he understands why some people may find it amazing that he’s able to remember that time. Ironically, the DuPont Corp. became one of the main proponents of antimarijuana legislation because it sought to stamp out the hemp industry. The company’s motivation was the immense profit it would reap by switching everybody over from hemp rope and canvas sails to DuPont’s newly invented synthetics such as nylon rope and rayon fabrics. The bald-faced lies its executives invented about hemp were totally off the charts. Vietnam exposed many young Americans to marijuana who otherwise would have never found it. Because of this, the author believes that the war may be the single most important factor in today’s looming marijuana legalization. Unfortunately, there are still people want to continue the War on Drugs and put people in jail on marijuana charges. It is time to end the federal marijuana prohibition.
Psychology and Law offers the definitive perspective on the practical application of psychological research to the law. Authors Curt R. Bartol and Anne M. Bartol emphasize the various roles psychologists and other mental health professionals can play throughout the text. Insight is offered into the application of psychology in criminal and non-criminal matters. Topics such as family law, insanity, police interrogation, jury selection and decision making, involuntary civil commitment, and various civil capacities are included. This comprehensive text examines complex material in detail and explains it in an easy-to-read way. The authors emphasize the major contributions psychological research has made to the law, and encourage critical analysis through examples of court cases, high-profile current events, and research. “The writing is concise and student-friendly. . . . The text incorporates contemporary cases and information and maintains a good balance between the important issues in psychology and law.” —Barbara Abbott, New England College
Of all the games ever played in a sporting competition, never has an event been so bizarre and yet so fitting for its historical moment: the 1968 Masters. Anger gripped America's heart in April 1968. Vietnam and a bitter presidential contest sharpened the divides between races and generations, while protests and violence poisened the air. Then an assassin's bullet took the life of Dr. Martin Luther King, Jr. Cities burned. The smoke had barely cleared when the Masters began. Never was the country more ready for distraction and escape--but could the orderly annual excitement of Palmer versus Nicklaus provide it? For a while, it could and it did--except that instead of a duel between golf's superstars, several unlikely members of the chorus stepped forward with once-in-a-lifetime performances. There was blunt-talking Bob Goalby, a truck driver's son from Illinois and former star football player; loveable Roberto De Vicenzo from Argentina, who charmed the galleries and media all week; and Bert Yancey, a Floridian who'd dropped out of West Point to face his private demons of mental illness. Just as the competition reached a thrilling crescendo, it all fell apart. The Masters, the best-run tournament in the world, devolved into a heart-wrenching tangle of rules, responsibility, and technicality. In a fascinating narrative that stops in Augusta, Buenos Aires, and Belleville, Illinois, bestselling author Curt Sampson finds the truth behind The Lost Masters. It's a story you'll never forget.
A fascinating exploration of lakes around the world, from Walden Pond to the Dead Sea. More than a century and a half have passed since Walden was first published, and the world is now a very different place. Lakes are changing rapidly, not because we are separate from nature but because we are so much a part of it. While many of our effects on the natural world today are new, from climate change to nuclear fallout, our connections to it are ancient, as core samples from lake beds reveal. In Still Waters, Curt Stager introduces us to the secret worlds hidden beneath the surfaces of our most remarkable lakes, leading us on a journey from the pristine waters of the Adirondack Mountains to the wilds of Siberia, from Thoreau’s cherished pond to the Sea of Galilee. Through decades of firsthand investigations, Stager examines the significance of our impacts on some of the world’s most iconic inland waters. Along the way he discovers the stories these lakes contain about us, including our loftiest philosophical ambitions and our deepest myths. For him, lakes are not only mirrors reflecting our place in the natural world but also windows into our history, culture, and the primal connections we share with all life. Beautifully observed and eloquently written, Stager’s narrative is filled with strange and enchanting details about these submerged worlds—diving insects chirping underwater like crickets, African crater lakes that explode, and the growing threats to some of our most precious bodies of water. Modern science has demonstrated that humanity is an integral part of nature on this planet, so intertwined with it that we have also become an increasingly powerful force of nature in our own right. Still Waters reminds us how beautiful, complex, and vulnerable our lakes are, and how, more than ever, it is essential to protect them.
The Philological Quarterly's annual bibliographies of modern studies in English neoclassical literature, published originally from 1961 to 1970, are reproduced in two volumes. Readers will find the same features that distinguished earlier compilations in the series: inclusive listing of significant works published in each year (including sections on the historical and cultural background as well as literature), authoritative reviews of important works, critical comments, and a full index that is in itself an indispensable reference tool. Originally published in 1972. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.
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