Drawing on a wide body of research, both his own and that of others, the book reveals the central insights that lie at the core of great managing, great leadership and great careers.
Drawing on a wide body of research, both his own and that of others, the book reveals the central insights that lie at the core of great managing, great leadership and great careers.
Marcus Buckingham spent seventeen years at the Gallup Organization, where he conducted research into the world's best leaders, managers, and workplaces. The Gallup research later became the basis for the bestselling books First, Break All the Rules: What the World's Best Managers Do Differently (Simon & Schuster) and Now, Discover Your Strengths (Free Press), both coauthored by Buckingham. Buckingham has been the subject of in-depth profiles in The New York Times, Fortune, BusinessWeek and Fast Company. He now has his own company, providing strengths-based consulting, training, and e-learning. In 2007 Buckingham founded TMBC to create strengths-based management training solutions for organizations worldwide, and he spreads the strengths message in keynote addresses to over 250,000 people around the globe each year. He lives in Los Angeles with his wife Jane and children Jackson and Lilia. For more information visit: marcusbuckingham.com
Inhaltsangabe
Contents 1: A Few Things You Should Know About the "One Thing" "Get me to the core": "If you dig into a subject deeply enough, what do you find?" A lifetime of "why"s: "What drove this book?" The tests for the "one thing": "Why are some explanations more powerful than others?" One controlling insight: "What is the One Thing you need to know about happy marriage?" Part I The One Thing You Need to Know Sustained Organizational Success 2: Managing and Leading: What's the Difference? A vital distinction: "Are they different? Are they both important? Can you do both?" A view from the middle: "What do great managers actually do and what talents do you need to do it?" A view from the top: "What do great leaders actually do and what talents do you need to do it?" 3: The One Thing You Need to Know: Great Managing The basics of good managing: "What skills will prevent you from failing as a manager?" Great managers play chess: "What is the One Thing you need to know about great managing?" A walk through a walgreens: "How does one truly great manager do it?" Great managers are romantics: "What are the benefits of individualization?" The three levers: "What are the three things you need to know about a person in order to manage him or her effectively?" The most useful questions: "How can you identify these levers?" 4: The One Thing You Need to Know: Great Leading A leader wins our loyalty: "What did Giuliani say to calm our fears?" Five fears, five needs, one focus: "What are the universals of human nature?" The points of clarity: "Where are your followers crying out for clarity?" The disciplines of leadership: "How do the best leaders achieve this clarity?" Part II: The One Thing You Need to Know Sustained Individual Success 5: The Twenty Percenters Dave, Myrtle, and Tim: "What does sustained individual success look like?" The early contenders: "What explanations seem like the One Thing, but aren't?" What is sustained success?: "It's a broad term. How do we define it?" 6: The Three Main Contenders Contender 1: "Find the right tactics and employ them." Contender 2: "Find your flaws and fix them." Contender 3: "Discover your strengths and cultivate them." 7: So, How Do You Sustain Success If...? You're bored You're unfulfilled You're frustrated You're drained Conclusion: Intentional Imbalance Acknowledgments
Contents 1: A Few Things You Should Know About the "One Thing" "Get me to the core": "If you dig into a subject deeply enough, what do you find?" A lifetime of "why"s: "What drove this book?" The tests for the "one thing": "Why are some explanations more powerful than others?" One controlling insight: "What is the One Thing you need to know about happy marriage?" Part I The One Thing You Need to Know Sustained Organizational Success 2: Managing and Leading: What's the Difference? A vital distinction: "Are they different? Are they both important? Can you do both?" A view from the middle: "What do great managers actually do and what talents do you need to do it?" A view from the top: "What do great leaders actually do and what talents do you need to do it?" 3: The One Thing You Need to Know: Great Managing The basics of good managing: "What skills will prevent you from failing as a manager?" Great managers play chess: "What is the One Thing you need to know about great managing?" A walk through a walgreens: "How does one truly great manager do it?" Great managers are romantics: "What are the benefits of individualization?" The three levers: "What are the three things you need to know about a person in order to manage him or her effectively?" The most useful questions: "How can you identify these levers?" 4: The One Thing You Need to Know: Great Leading A leader wins our loyalty: "What did Giuliani say to calm our fears?" Five fears, five needs, one focus: "What are the universals of human nature?" The points of clarity: "Where are your followers crying out for clarity?" The disciplines of leadership: "How do the best leaders achieve this clarity?" Part II: The One Thing You Need to Know Sustained Individual Success 5: The Twenty Percenters Dave, Myrtle, and Tim: "What does sustained individual success look like?" The early contenders: "What explanations seem like the One Thing, but aren't?" What is sustained success?: "It's a broad term. How do we define it?" 6: The Three Main Contenders Contender 1: "Find the right tactics and employ them." Contender 2: "Find your flaws and fix them." Contender 3: "Discover your strengths and cultivate them." 7: So, How Do You Sustain Success If...? You're bored You're unfulfilled You're frustrated You're drained Conclusion: Intentional Imbalance Acknowledgments
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