Today's episode of Basecamp is focused on the book "First Break All The Rules: What The World's Greatest Managers Do Differently." by Gallup. It's about what really separates great managers from okay or even poor managers.
It's called "First Break All The Rules: What The World's Greatest Managers Do Differently." It's about what really separates great managers from okay or even poor managers and quite frankly, I mean, think about how many really bad managers have you worked for?
There are a lot of them out there. But there are quite a few that are excellent, and if you can get a manager to really excel at managing the people below him or her, it can really have an impact on your business.
I really like this liked this book a lot. It really spoke to me and validated my feelings that a lot of what I've been talking about over the over the years and a lot of the way I deal with people. So I would be reading it and say to myself "I got one". So, I was pretty happy about that.
The other thing that I really liked was the analogy that they used in these in the psychology of employees. They use the analogy of climbing a mountain, which is the same thing I do with Base Camp.
The psychology of their employees was developed after asking hundreds of questions to millions of employees and narrowing down to 12 very specific and pertinent questions. And from these questions depending upon how certain questions in certain stages are answered, is going to tell you the strength of the workplace. That's pretty important and valuable information.
So the first stage is Base Camp, and that's when the employee is first hired, brand new, and that stage is what do I get? And it's not about me me me, it's about what is expected of me, what tools and training and education am I going to get in order to perform my job to the best of my ability?
So there are about three or four questions in each stage, and there's, there's some in there, and if you can answer all of them positively, you move on to the next stage.
What do I give? And that's where they've learned enough and understand their job well enough, and they can start, they have a chance to do really good work, get recognized for it, and they really seem to care about their job, and how they do it, and how they perform it. And again, positive answers to all of those questions, you move up to Camp 2.
Do I belong here? And it's not about "do I fit in" or any high school thing. It's very much about, does my opinion count? If I give my opinion, does it count, does it matter?
You don't necessarily have to take my opinion, but do you listen to it, and does it matter to you? Do my fellow employees, are they committed to doing a quality job?
I'm sure you know, we've all been in a position where, you know, either it's just us or a handful of us are all really, we actually give a shit about doing a good job, but the rest of the company doesn't really care, or your immediate area doesn't care.
So if they can answer again, positively, in that stage to all of the questions in that stage, they move up to camp 3.
How can we collectively all grow? This is when innovation starts happening and there's a genuine desire by everybody to learn and to make all of the systems even better, to make the products even better, the services even better, to make the company as a whole even better.
Now, is this start sounding like something you might like in your business? You might like your employees to start? Wouldn't that be cool if all of our employees were innovated and actively looking for ways to make things better?
So when they are answering positively to all 12 questions they have submitted or they've reached the top. And that's when the focus is clear, there's a recurring sense of achievement, and everyone is thrilled at the challenge of coming to work.
Have you ever been thrilled by the challenge of coming to work?
I personally for me, I do now. I am grateful to like what I do. Very few jobs have I been at where I actually was thrilled at the challenge of coming to work, especially as a lower-level employee being managed by somebody.
So you can get your employees to that point, then imagine what you can get them to do for you, imagine how much better going to work is going to be, imagine how much more you're going to get done, how, imagine how faster you're going to grow.
That's about the first quarter of the book.
The rest of the book goes on to tell you about the steps that great managers take in order to manage once they understand the psychology of where their employees are.
One thing that I absolutely wanna note is that it again, this was another piece of validation for me, the great managers manage towards strengths, they don't try to fix weaknesses, and that was a big premise of this book. It's something that I believe in firmly, it's very demeaning.
I'm sure you know, most of you can relate when somebody tries to fix what's wrong with us, instead of promoting our strengths. So the great managers manage towards strength and do not try to necessarily fix all of the weaknesses.
So imagine, what if you could have the business of your dreams? If you would like to know more about how to work with your teams, let's schedule a call today.