Quản lý – Khởi Nguồn Của Thành Công

by Rodd Wagner, James K. Harter, Nguyễn Khắc Vắn (Translator)

Quản lý – Khởi Nguồn Của Thành Công được viết bởi Rodd Wagner và James K. Harter là một trong những cuốn sách lọt vào danh sách Sách bán chạy nhất của New York Times. Trong cuốn sách này, các tác giả đề cập đến những đặc tính cần phải có cũng như những lời khuyên hữu ích để trở thành một nhà quản lý thành công như :

- Các nhà quản lý, dù ở cấp nào đi chăng nữa, là yếu tố quan trọng nhất để thúc đẩy và điều hành các nhân viên trong doanh nghiệp.

- Các nhà quản lý nên thuận theo những nhu cầu cơ bản của nhân viên thay vì phản đối hay bắt ép họ phải thay đổi.

- Để các nhân viên có thể làm việc một cách hiệu quả nhất với ước mong được cống hiến cho công ty, các nhà quản lý cần đảm bảo rằng các nhân viên của mình hiểu được tầm quan trọng vị trí của họ, cung cấp cho họ những dụng cụ cần thiết và cho họ những cơ hội để thăng tiến.

- Để khiến nhân viên cảm thấy rằng mình được chào đón và dễ dàng hòa nhập vào doanh nghiệp, các nhà quản lý cần đứng ra làm gương bằng cách quan tâm nhân viên ở mức độ vừa phải, tạo ra một môi trường làm việc thân thiện và hợp tác.

Genres: Business, Leadership, Management, Nonfiction, Buisness, Personal Development, Psychology

364 pages, Paperback

First published November 1, 2006

About the author

I'm a New York Times bestselling author who's written three books so far, most recently "Widgets: The 12 New Rules for Managing Your Employees As If They're Real People." I'm a Forbes contributor. One of my books was parodied in "Dilbert."

I get to go where most people can't, and can only write about a fraction of what I get to see.

Each book I write has more codes hidden in it than the one before. I am working on my first novel.

Nothing pleases me more than helping people find greater happiness at work, which is, for most of us, a large part of life.

Reviews

[Steven · Rating 3 out of 5]

My company is SO obsessed with Gallup. It's like a cult! Learned some things from this, but I'm so over Gallup LOL

[Melissa Jill · Rating 5 out of 5]

This is an excerpt from the blog post I wrote on this book:

I was recently asked by a long-time friend to join a business book club and I jumped at the offer. I want to and NEED to read business books, so the added accountability was just what I needed to make sure I finish them when other, seemingly more urgent things on my to do list vie for my time.

The three other women in the club are all entrepreneurs in other industries who live in other states, and just last week we had our first video chat to discuss our first book-- 12: The Elements of Great Managing.

Eleven years ago, when I started my photography business, I figured I'd stay small and run my business on my own for the rest of my career. Heck, all I cared about was creating something that WOULD run for the foreseeable future. I couldn't see beyond the end of my nose. But along my journey, in the process of just putting one foot in front of the other, I've ended up building five streams of income and now find myself managing 16 people! Yikes! Not what I signed up for. I'm not sure I thought this all through -- haha! I never set out to become a manager. But a manager is what I now am. In addition to being a photographer and entrepreneur, I am now responsible for mentoring, guiding and inspiring 16 other souls. Queue the cold sweats and hyperventilation.

So when my friend suggested 12: The Elements of Great Managing as our first read, I knew this book club was God's provision of more than just accountability. Instead of hiring amazing people, setting up systems and then sitting back and expecting everything to just run, I needed to step up and own my newfound position as a manager with more intention and care.

This book was just what I needed. 12 reviews a Gallup poll study of 10 million employee and manager interviews to discover the keys to sustaining employee engagement. In effect, millions of workers were saying, "If you do these things for us, we will do what the company needs of us." The 12 Elements of Great Managing that emerged from the research are as follows:

1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

The book covers examples of managers who have harnessed the truths behind these statements to turn around their floundering workplaces. Some of my key take-aways were:

- I need to be better with my teams at casting vision, setting goals and communicating them.
- I am such a practical nuts and bolts type person, but I need to be better at sharing the greater purpose behind what we do.
- Focus on building on the strengths of each worker rather than on "fixing" weaknesses
- Create a system of recognition and praise (both individual and team) to make sure it happens regularly
- We need to brainstorm ways to "post our results on the walls" to keep us motivated and goal-oriented
- I need to work on our marketing messaging and not be afraid to infuse it with "large dollops of syrup."

Sorry -- you might have to read the book to understand some of the above, but I wanted to post these thoughts here for my own reference. Plus, if I shared EVERYTHING I got out of this book here, this post would be book-sized!

[Miles · Rating 3 out of 5]

Less than a year and a half ago, I had absolutely no business experience. Today, I am part of the management team for a small but steadily growing business in the town where I grew up and hope to live for the rest of my life. This has been the most unexpected and dynamic development of my young adulthood––one I attribute more to favorable timing and luck than anything else. Although I work hard and possess some helpful traits (both innate and learned), I don’t kid myself: a lot of other people could be doing my job just as well as I do, and plenty could do it better than I can. This realization generates a lot of gratitude; even on the toughest days, I strive to remember how fortunate I am to have the opportunity to help shape a new business in my community.

Gratitude for my newfound vocation motivates me to learn more about the nature and history of business management. While my daily duties do not require me to manage anyone directly, I’m often involved in conflict resolution and in the crafting of management strategy, which usually amounts to building stronger communication between different departments and/or team members. After my wife read 12: The Elements of Great Managing for an online course, she thought it would be a good way for me to explore how other businesses view and execute management strategies. She was right. This book, while not intellectually stimulating in the way I usually expect from nonfiction, provided a host of interesting examples of how managers succeed and fail, all framed within an acceptable theory of what constitutes effective management.

The titular twelve elements are the product of The Gallup Organization’s multi-decade quest to identify “the core of the unwritten social contract between employee and employer” (xi). They are as follows:

1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

The first thing I noticed about this list is that all of these statements are true for me. But 12 is not a book about how to help managers feel that their work is meaningful and promoting personal growth; it is about how the relationship between managers and the employees they manage can make the above statements ring true for everyone at a company, regardless of position or duration of employment. This is an admittedly impossible goal to achieve, but also a good ideal to strive for.

An overarching concern with the quality of emotional and interpersonal experience at work is the heart of what makes Wagner and Harter’s perspective a valuable one. The authors devote one chapter to each of the twelve elements, and also tack on a few extra chapters at the end (including a very insightful discourse on “The Problem of Pay”). Their method is accessible and engaging: each chapter introduces one of the twelve elements with a real-life example of a manager facing a particular problem, transitions to a general discussion of the theory(ies) underlying the element in question, and then returns to the initial example to show how the manager was able to succeed. The theoretical portions contain solid (if occasionally outdated) research from modern psychology and neuroscience; Wagner and Harter are particularly good at pointing out that human nature is not infinitely malleable and must be taken into consideration if practical solutions are to triumph over appealing but overly idealistic ones:

"In the battle between company policy and human nature, human nature always wins. The evidence suggests people will fulfill their social needs, regardless of what is legislated. Companies do far better to harness the power of this kind of social capital than to fight against it." (141)

This is absolutely true in my (limited) experience, and also accords with my educational background. People will almost always seek connection with their colleagues that exceeds the minimum job requirements, and will become unhappy if they cannot do so. Any company seeking to provide something more than “just a job” for its employees must foster social engagement and opportunities for personal growth.

I think most managers understand this at an abstract level, but actually creating such a work environment proves much harder. Unlike profit margins and budgets, these are critical components of a company that can’t be easily quantified or measured with precision. Even the most fine-grained performance reviews can’t perfectly capture how an employee really feels about his or her work, and the innumerable daily/weekly/monthly interactions that occur between coworkers are impossible to track and analyze with any true rigor. A good manager, therefore, must be comfortable in the fuzzy spaces between people’s hearts and minds, and must relish the chance to root out and contravene our natural tendencies toward miscommunication, intolerance and impatience. 12 highlights and celebrates such managers, and effectively lifts the lid on what they do best. Most of the time, success boils down to a handful of commonsense directives: listen to your employees, care about their problems, compromise when necessary, be consistent, follow through, and don’t be a jerk.

Following these directives can be difficult enough in normal life, but doing so can be even more challenging at work. This is because of a truth that Wagner and Harter readily acknowledge, one that brings us back to the issue of human nature:

"The correlations between each element and better performance not only draw a roadmap to superior managing; they also reveal fascinating insights into how the human mind––molded by thousands of years of foraging, hunting, and cooperating within a close-knit and stable tribe––reacts in a relatively new, artificial world of cubicles, project timelines, corporate ambiguity, and constantly changing workgroup membership. People neither were created to fit corporate strategies nor have evolved to do so. Rather than contest these facts, the most successful managers harness the drive, virtuosity, and spirit that come with employing humans, even as they understand the inevitable chinks in their armor." (xii)

Although Wagner and Harter do a great job of showing how this tricky landscape can be navigated by caring and intelligent managers, they don’t acknowledge the darker side of this picture, which is that modern economies (and perhaps all economies that take place in the context of resource scarcity) are essentially coercive. Yes, people want to work for all kinds of reasons, but most people work because they must, and not because they see their job as a “calling” or their “purpose in life.” A cynic would read this book as nothing more than a series of strategies for duping employees into thinking they are doing meaningful work, when really they are just cogs in an economic machine that neither cares for them nor will continue supporting them when the labor they offer becomes cheaper to acquire elsewhere or is rendered obsolete by automation. Ignoring this reality makes Wagner and Harter’s message more palatable but at least partially disingenuous.

Still, it would be tough to argue that Wagner and Harter’s hearts aren’t in the right place. They do truly want to help managers create a better work-life––and a better life all around––for themselves and those they manage:

"Great managers achieve sustained profitability because they make a connection to something beyond profit. They see the results of their work in the life of each person they manage.

Their impact transcends mere business. For many it is an almost spiritual issue, no matter their particular faith. Their motivation stems from deeply held beliefs about their responsibility to those around them. Whether they believe it is Providence or pure chance that puts them in the same office or factory with their team, these managers understand viscerally the scientific truth that what they do will have a large effect––maybe a lifelong effect––on their colleagues…

Those who create the greatest financial performance start with the least pecuniary motivations. They work hard to do the right thing for their people, and they end up doing well." (202-3)

I’m not sure I’d characterize managing as a “spiritual issue,” but I do truly believe that trying to do the right thing can lead to success––financial and otherwise. I hope this belief is true now, and that it will remain true for as long as humans are expected to undertake the bizarre enterprise of “working for a living.”

This review was originally published on my blog, words&dirt.

[Katie · Rating 3 out of 5]

for grad school :/ not bad tho--it had interesting psych facts like how mirror neurons trick people into thinking they're socializing when they watch tv

[E · Rating 5 out of 5]

A dozen helpful pointers on managing teams

The Gallup Organization has studied employment and management issues for decades. Rodd Wagner and James Harter distill its findings into 12 pivotal concepts that managers can use to develop and keep great employees. These range from creating strong teams to managing them so that they support corporate goals. getAbstract lauds the way the authors illustrate their points with real-life examples. They show how and why managers implement each of the 12 factors, which are usefully broken down into business cases. The 12 principles are nicely interconnected. Each one explains a way to provide employees with direct management support. This means guaranteeing their loyalty to your firm by giving their jobs a context, providing a culture that supports their friendships, offering them clear career paths, and creating opportunities for them to grow and develop as people and employees. The authors explain why salary does matter, but also why it is not the most crucial aspect of employee management. They demonstrate how the worst managers view everything in financial terms, whereas the best managers give of themselves to support their people.

[Rebecca Belknap · Rating 5 out of 5]

I listened to this on audio CD while going to and from work. This is one advantage of a long commute. I really loved the format because it cited lots of statistics interspersed with case histories so that it was never dull or hard to relate to. I had heard a lot of the themes before, but never knew so much research has tied productivity and profit margins to good management methods. The section on attitudes toward pay was also very revealing. All in all, solid advice.

[Tracey · Rating 5 out of 5]

Fabulous book on creating and sustaining employee engagement!

[Lyn Christian · Rating 5 out of 5]

This is a must read "Bible" for anyone who is a manager or leader.

[Dan Schiff · Rating 3 out of 5]

This is a fine management book, with lots of examples from real-life workplaces to show how management strategies play out through tactical implementation. I found the book most helpful and insightful early on, before it became apparent that the 12 elements are basically all variations on the tenet, "Treat your employees like human beings."

I will say that most of the workplaces described seem to share the common burden of being in dire straits before an energetic new manager comes in to shake things up and illustrate one of the elements. In reality, most workplaces are kind of cruising in a middling state -- not so terrible that most employees are preparing to jump ship, but not so wonderful that everyone feels self-actualized and fully committed. In many ways, it's much harder to inspire buy-in for a new management direction when things are already kinda okay. But reality has much more shades of gray than the book illustrates.

Also, the authors present a fairly narrow, corporate vision of business leadership, which I suppose is a function of the Gallup survey being limited mainly to large corporations. Example: "Maybe executives don't see the need because they tend to have more friendships at work than do front-line employees. It is especially ironic when senior teams gather for off-site retreats during which they golf, fly-fish, play tennis, and socialize together, but during the meetings at those retreats question the need to address friendships on their employee survey (from "The Tenth Element: A Best Friend at Work," p. 141). Maybe it's just me, but I've never worked in a place where senior leaders go off to fly-fish together, and I'm pretty sure most workers haven't, either.

[Travis Wells · Rating 3 out of 5]

Good points, but I think it's too many elements to actually be a useful tool when you're managing multiple people. It could be helpful to use during periodic performance reviews to make sure your people are happy, but on a day to day or even weekly basis, you can't think about all 12 elements for all of your employees if you have many people under you. If you do, you won't have time to get anything done other than manage your people, and most of the managers at my company can't spend that much time worrying about their people because they're responsible for getting actual work done themselves as well. I think this is really helpful if you're trying to figure out why someone left your company.

[Simple · Rating 3 out of 5]

12: The Elements of Great Managing

1. I know what is expected of me at work.
2. I have the materials and equipment necessary to do my job.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my organization makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the past six months, someone has talked to me about my progress.
12. In the last year, I’ve had opportunities at work to learn and grow.

[Mark Dellenbaugh · Rating 4 out of 5]

Really enjoyed this one. Not as much as some of the other Gallup Press business titles such as StrengthsFinder 2.0 or First Break All the Rules but since it directly ties in with an employee engagement initiative my organization is in the thick of, it was worth reading every page!

[Aileen · Rating 4 out of 5]

I should have read this book before completing my first Gallup survey. There is a lot of psychology and data aggregation that has gone into the Gallup poll phrases being what they are and it is interesting to read about these most critical 12 elements. Some of the anecdotes overlapped and could have been used in other areas but they all had human connection and felt real. Of all of my MBA textbooks, I will carry this knowledge with me the longest.

That said, I am thrilled that my HR course is over in a mere 5 days and the remaining assignments are fairly interesting applications of these concepts as much as our denser HRM text.

[Deryck Hart · Rating 4 out of 5]

I enjoyed the statistical support for each element and the emphasis on employee satisfaction and workplace safety.
A few critical bullets:
• Employees need to know what is expected of them and how it fits with what others do.
• Strong talent acquisition is equally essential as team development.
• Upward mobility is not always an option, but experiential lateral learning can fill psychological needs toward job fulfillment.
• Psychological ownership of a task or project can be more important than the associated incentives.
• Toxic staff negatively magnetize those around them and affect the morale of all others.
• The much debated, Absolutely hated performance review is not nearly as crucial as a bi-annual (minimum) conversation on progress. It can be straightforward and does not need to be an official review.

[Lance Willett · Rating 4 out of 5]

From Gallup, the people behind Clifton StrengthsFinder, a broad look at core principles of people management. Recognition, safe environments, connecting with a mission, pay, and growth.

My favorite takeaway is that for employees to focus on profitability of the business, their manager must connect them with something beyond just profits.

The impact of a great manager transcends business and work.

[Kathleen · Rating 5 out of 5]

This is a sequel to the best-selling book "First, Break All The Rules". It covers more theoretical ground and also provides one case study for each of the 12 questions that are asked as part of the Gallup questionnaire. A good read with some interesting research experiments, but overall does not add that much value if you have already read the first book.

[Todd Cheng · Rating 4 out of 5]

A diversity of use cases from businesses that highlights the importance of the 12 questions that are asked on the survey. There’s nothing that stands out exceptional in the narrative but the collection of these topic across a multitude of different businesses highlights the importance of these key 12 topics towards improving the workplace. I have used the survey and the analysis to understand the possible 2nd and 3rd order impacts investments I must lead.

[Michael Belcher · Rating 4 out of 5]

Excellent presentation of Gallup's' empirical evidence of which management methods produce highly engaged employees. While the evidence is compelling and the associated research well cited, the book would have benefited from focusing more on application and less on anecdotes.

[Emily Gros · Rating 5 out of 5]

This book (and study) contains so much valuable information for not just managers but for anyone looking to approach life in a positive manner. Almost all of the information in this book can be implemented in everyday family life.

[Beth · Rating 3 out of 5]

Easy to read format of relatively intuitive leadership principles to focus on.

[Matt Rose · Rating 4 out of 5]

Excellent book. Much better than the typical management book - the 12 elements are rooted in rigorous research, and communicated through both stories and analysis.

[Juste · Rating 1 out of 5]

Does not cover a lot of managers needs. Does not bring anything new, skip it to drucker.

[Ben · Rating 3 out of 5]

We'll researched, but not as relevant to put into practice as other recent books, like "Radical, Candor"

[Amr Swalha · Rating 5 out of 5]

Really good book

[Jayson Virissimo · Rating 5 out of 5]

Actionable and terse.

[Amanda · Rating 3 out of 5]

A research-backed descriptive Maslow’s Hierarchy of Needs at engaged, effective, and productive workplaces. Plenty of examples to connect to.

[Hesham Jones · Rating 5 out of 5]

Great science-based insight into what makes your employees tick. Full of anecdotal accounts that make it easier to commit the 21 elements to memory.

[Beatrix · Rating 4 out of 5]

Great book for managing teams. The 12 elements listed are helpful pointers to consider as a manager.

[Omar Ortega · Rating 3 out of 5]

Nice stories, very practical

[Fernando Sobral · Rating 3 out of 5]

Better than I expected.