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| 12: The Elements of Great Managing | 
 enlarge | Authors: Rodd Wagner, James K. Harter
Publisher: Gallup Press
Category: Book
List Price: $25.95
Buy Used: $12.48
You Save: $13.47 (52%)
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Avg. Customer Rating:  20 reviews
Sales Rank: 7910
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 280
Shipping Weight (lbs): 1.3
Dimensions (in): 9.2 x 6.2 x 1.2
ISBN: 159562998X
Dewey Decimal Number: 658
EAN: 9781595629982
ASIN: 159562998X
Publication Date: November 1, 2006
Availability: Usually ships in 1-2 business days
Condition: Bayfront Books carefully selects the books it offers for sale on Amazon, and only includes those that are worthy of another read. While dust jackets may be missing and covers may show some damage, the contents are very readable... even in those books where previous owners had taken considerable notes or highlighting.
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Product Description
12: The Elements of Great Managing is the long-awaited sequel to the 1999 runaway bestseller First, Break All the Rules. Grounded in Gallup's 10 million employee and manager interviews spanning 114 countries, 12 follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world.
Authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement
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| Customer Reviews: Read 15 more reviews...
 Excellent insights - backed by empirical evidence. January 4, 2007
26 out of 27 found this review helpful
The 12 elements represent the aspects of work that are most powerful in explaining workers' productive motivations on the job. They include job clarity, materials and equipment, recognition and praise... learning and growth opportunities.
These are my reasons for rating this book 5 stars:
1. The insights are backed by empirical evidence,
2. Although the approach is scientific, the book is easy to understand,
3. It incorporates international perspectives.
The authors illustrate the 12 Elements with examples from the US, Brazil, Germany, India and other countries. The insights are practical and backed by empirical evidence gathered from 10 million employee and manager interviews from 114 countries. In this book employee engagement has been linked to business performance. The authors have compared the top-quartile and bottom-quartile business units for the Elements, and have measured the overall difference between engaged and actively disengaged employees. Throughout the book you will read results that link these differences to a variety of business metrics - productivity, profitability, absenteeism, turnover, shrink (the retailers' euphemism for theft), accidents, customer ratings, etc. I enjoyed the way in which the findings were presented. Each chapter starts with a situation where a company has problems related to an Element. The authors then present their research and findings. After that a "great" manager implements changes and saves the day.
This book is exceptionally well researched. In addition to research by Gallup, it includes references from the works of several other researchers and authors that stretch across time and disciplines; for example Economics (from Adam Smith to Steven Levitt), Psychology (from Abraham Maslow to Mihaly Csikszentmihalyi), Management (from Frederick Taylor to Jeffrey Pfeffer)... Movies (Office Space), TV (Seinfeld) and Cartoons (Dilbert). The book also includes discoveries from neuroscience and game theory.
A note on the important of empirical evidence:
Many managers prefer to manage by their gut feelings, intuition, or by whatever fad that consulting firms are selling. For them, "evidence" often means personal, N=1 experience, and not consistent demonstration of results across contexts and time. That's part of the reason that they will continue to create the same problems that so many before them have made. Today, movements such as "evidence based management" are gaining popularity in academic and business circles. Several HR and Organizational Behavior professionals and professors (for instance Stanford's Pfeffer and Sutton) are applying techniques from science, engineering and statistics to the discipline of management.
Overall, I found this to be an excellent book and recommend it to all managers. Should you be interested, please feel free to read my guides and other reviews of management books.
Well worth your time December 1, 2006
17 out of 21 found this review helpful
One of the things that makes this book so worth the read is its SUPPORT IN DATA. The authors do a good job summarizing an enormously rich database down into actual, consise recommendations. So many other books I've read on this topic tend to draw from small, retrospective samples, personal anecdotes, or unique(?) case studies. Such books might make for interesting story telling. More rare is the book that tells the story supported by a whopping 10 million interviews/observations and then ties these observations to company performance outcomes. Read other books if you just like catchy, one-off stories. Read this one if you're looking for well told stories drawn from principles that are statistically proven to actually work.
Overdue Update on First, Break All the Rules with Detailed Examples March 26, 2007
12 out of 12 found this review helpful
If you haven't read First, Break All the Rules, I have good news for you: Just read this book instead. 12: The Elements of Great Managing is a better book.
If you have read First, Break All the Rules, chances are it was a long time ago. You are probably ready for a refresher if you read that book back in 1999 or 2000 as I did.
As before, the Gallup people have asked that reviewers not list the 12 elements. I think they are overly sensitive, but I'll honor their request.
Let me characterize the 12 elements instead: Each point relates to either a necessity for being able to do your job well, having a sense that people care that you come to work, feeling engaged by your work, and seeing a future in what you are doing. Employees who feel engaged in these dimensions usually stay longer, are less likely to be out sick, and perform at higher levels of productivity. After you see the list, you'll accept those conclusions, I'm sure.
Since the first book came out, Gallup has done a lot more interviews. One of the benefits of all hose millions of additional interviews is to provide extra information about how and why each element is important. I was pleased to see that the authors also draw on psychological and physiological research to help explain their findings.
But the best parts, for me, were the 12 case studies that were like mini-fables of the sort that Ken Blanchard likes to write . . . except these cases involve real people. The leaders make mistakes as well as do things right, and you get a sense of how hard it is to improve performance in an important employee dimension when your organization has been doing it badly for some time. One of the things I liked best about the cases was that the authors didn't go overboard by just presenting organizations that perform in the top 1 percent that wouldn't seem quite real to most people.
I also liked the section at the end about how pay overlaps with all of the other findings. Most people are affected by their pay, and I thought that the authors put that into perspective quite well.
Although part of the message is that you need Gallup surveys to figure out what your problem is with employee engagement, the book is tactfully quiet on that point. Nice!
Although you may be tempted to either just read the list and feel like you've got it or just read the cases in areas where you think you have problems, I encourage you to read all of the material. You might get a new assignment tomorrow that will look totally different from where you are today. That happened to several people in the book. You'll be better prepared when that happens.
I thought that First, Break All the Rules was better than an MBA education on how to be an effective leader. This book is probably better than most DBA educations on the same subject.
Be engaging!
 Using the 12 Elements for Evaluating Management December 4, 2006
10 out of 15 found this review helpful
This book provides me with guidelines for interviews with management teams seeking investments from our fund. I find it critical to try and understand the personalities of the management teams in the process of growing companies. Each of the guidelines can be used by professional early stage investors to better understand the strengths and weaknesses of the team, particularly the founding entrepreneurs. The final element in the book, Compensation has stimulated some great discussion about passion, wages and stock options. I would encourage people in the venture industry to read this book to help them with the assessment of management teams.
Perfect gift for your manager! December 2, 2006
9 out of 18 found this review helpful
12, The Elements of Great Managing is Gallup's perfect sequel to First, Break All the Rules.
First, Break All the Rules, changed my life. It inspired me to leave a bad manager, go back to school, personally helped me become a better manager, and has been one of my favorite books for years.
12, The Elements of Great Managing takes everything a step further. With another ten years of data and study incorporated, it brings Gallup's 12 engagement items to life with personal examples and a deep dive into each individual question. Wagner and Harter, weaving world-class data and real "great" manager cases together, have definitely written the next "great" book.
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