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It's the Manager gives CHROs and CEOs step-by-step instructions on how to create a culture of development within their organization. Gallup has learned that development is the most important part of a job for millennials, Gen Z and the workforce of the future. It's the Manager helps managers get the training and tools they need to become successful managers.
CHROs and CEOs must think about the right way to develop managers to create a culture of development for their employees. It's the Manager provides leaders with training, strengths-based development and the tools needed to train better managers.
To attract and hire top talent companies need to not only create a workplace tailored to today's workforce, but train and develop managers that will deliver on the company's brand promise from the job interview, to onboarding, to development and through the exit interview.
Learn how to handle the workforce issues of tomorrow like managing matrixed teams, remote workers, flex time, cultural diversity, millennials, Gen Z, AI and how technology will affect the workplace.
To be a better manager you first must stop acting like a boss and start thinking like a coach. Learn to become the kind of manager who focuses on developing the people in today's workforce.
It's the Manager equips your managers with 52 of Gallup's greatest discoveries from decades of research into the science of management.
"It's the Manager" gives human resource leaders access to Gallup's platform where managers can do surveys, developmental reviews, check the strengths and engagement of their employees and further their manager development and training.
Almost daily, companies are cutting workers, and morale and productivity are suffering as a result. In this environment, a strengths-based approach is vital because it creates hope, opens the doors to untapped potential, and brings out the best in people and in companies.
Why are mentors such a powerful influence on their protégés? "Human see; human do" is a fundamental part of our wiring, write the authors of the New York Times bestseller 12: The Elements of Great Managing.
Why does it matter so much to employees that someone at work cares about them? It's because their need for bonding extends far beyond their homes, churches, and neighborhoods, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.
Nearly one quarter of U.S. employees -- and 51% of actively disengaged workers -- would sack their managers if given the chance, according to the latest GMJ survey. Engaged employees, however, are far more charitable to their supervisors.
Many managers dread having to give performance reviews, and many employees equally dread receiving them. A manager in Belgium, one of the highest rated supervisors in Gallup's global database, has solved this problem by not making such a big deal about the reviews. Rather, he gives his workers insightful and personal feedback throughout the year. This approach has proven very effective for his team and has earned the veteran manager accolades. Would his approach work for you?
A Cargill manager's employees rate him exceptionally high on a crucial aspect of great management: developing his team. His leadership practices, which he says he learned as a teen, offer lessons to managers across all industries, according to the authors of the New York Times bestseller 12: The Elements of Great Managing.
To decrease wait times at a prestigious Toronto hospital, a manager needed a clear picture of how friction between two teams was decreasing employee engagement. Ensuring that employees knew that their opinions matter was the key to improving performance.
The young manager of a home improvement store in Wales excels by giving his employees opportunities at work to learn and grow. In fact, he does this so well that he has become one of the most successful managers at it in Gallup's worldwide database.
This manager in India was faced with a poor-performing team and tremendous pressure to turn it around. To tackle this pressing problem, he took a surprising and totally unconventional approach: He fostered workplace friendships.
In this German plant, the responsibility for fixing a major manufacturing problem fell to manager Klaus Welte. He needed to assemble his team in the same way as the product -- each employee had to fit in his role and work flawlessly together with the rest. The failure of any one component, or any team member, would cause the product and the entire group to fall short of their goals. Here's how Welte and his team overcame a high-pressure challenge.
This supervisor in Poland had many obstacles to overcome, not least of which was being a diminutive woman in a paper plant dominated by burly men. What's more, a palpable malaise permeated the place. But by giving her employees something they hadn't received before -- large doses of praise and recognition -- she turned around this formerly government-run warehouse. Her approach was downright radical.
How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.