1. first, break all the rules
What the World’s Greatest Managers Do Differently

3. a vision for schools
"Which elements will attract only talented employees and keep them, and which elements are appealing to every employee, the best, the rest, and the ROAD (retired on active duty) warriors?" (p. 26).
The best: superstars
The rest: backbone
ROAD: mediocres

4. a vision for schools Best Rest ROAD The best: superstars
The rest: backbone
ROAD: mediocres

5. Do I know what's expected of me at work?
question #1
Do I know what's expected of me at work?

6. Do I have the materials and equipment I need to do my work right?
question #2
Do I have the materials and equipment I need to do my work right?

7. At work, do I have the opportunity to do what I do best every day?
question #3
At work, do I have the opportunity to do what I do best every day?

8. question #4
In the last seven days, have I received recognition or praise for doing good work?

9. question #5
Does my supervisor, or someone at work, seem to care about me as a person?

10. Is there someone at work who encourages my development?
question #6
Is there someone at work who encourages my development?

11. At work, do my opinions seem to count?
question #7
At work, do my opinions seem to count?

12. question #8
Does the mission/purpose of my company make me feel my job is important?

13. Are my co-workers committed to doing quality work?
question #9
Are my co-workers committed to doing quality work?

14. Do I have a best friend at work?
question #10
Do I have a best friend at work?

15. question #11
In the last six months, has someone at work talked to me about my progress?

16. This last year, have I had opportunities at work to learn and grow?
question #12
This last year, have I had opportunities at work to learn and grow?

17. why do people leave?

18. why do people leave?
"People leave managers, not companies...in the end, turnover is mostly a manager issue" (p. 33).

19. why do people leave?
"An employee may join…lured by their generous benefits package and their reputation for valuing employees. But it is (the) relationship with (the) immediate manager that will determine how long…and how productive" (p. 36).

20. why do people leave?
"The longer your lower-level needs remain unmet, the more likely it is that you will burn out, become unproductive, and leave" (p. 46).

21. management versus leadership

22. management versus leadership
“To manage a system effectively, you might focus on the interactions of the parts rather than their behavior taken separately.”
Russell L. Ackoff

23. management versus leadership
We all do both; Some of us are in roles that require more management (achieving the vision), while others have opportunities for leadership (setting the vision)

24. management versus leadership
"People don't change that much.
Don't waste time trying to put in what was left out.
Try to draw in what was left in.
That is hard enough" (p. 57).

25. management versus leadership
"The manager's function is to speed up the reaction between two substances, thus creating the desired end product" (p. 59).

26. management versus leadership
"A manager must be able to do four activities extremely well: select a person, set expectations, motivate the person, develop the person" (p. 59).

27. talent

28. Three Kinds of Talent talent Striving Thinking Relating
explains the why of a person
Thinking
explains the how of a person
Relating
explains the who of a person

29. talent
"Try to identify one critical talent in each of the three talent categories, striving, thinking, relating. Use these three talents as your foundation. Focus on them during the interviewing process. Mention them when asking people for referrals. Do not compromise on them, no matter how alluring a candidate's résumé might appear." (pg. 102)

30. rules

31. rules
"Every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning." (pg. 115)

32. rules of thumb Follow certain steps in terms of accuracy or safety.
Standards rule.
Don’t let the creed overshadow the message.
There are no steps leading to customer satisfaction

33. what the best do

34. what the best do…
"I deliberately look for something to like about each of my people." pg. 143

35. what the best do…
"Investing in the best was, first, the fairest thing to do; second, the best way to learn; and, third, the only way to stay focused on excellence" (p. 155).

36. what the best do…
"Go back and 'rehire' your best people--that is, go back and tell them why they are so good. Tell them why they are one of the cornerstones of the team's success....Simply tell them why their contribution is so valued today. Don't assume your best know" (p. 156).

37. what the best do…
"Excellence is not the opposite of failure. It is just different...includ(ing) behaviors that look surprisingly similar to the behaviors of your strugglers" (p. 157).

38. what the best do…
"Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like....It's fairer...more productive. And, most of all, it's much more fun" (p. 163).

39. what the best do…
"The best managers are more deliberate. They talk with each individual, asking about strengths, weaknesses, goals, and dreams...they know the surest way to identify each person's talents is to watch his or her behavior over time" (p. 149).

40. what the best do…
"You succeed by finding ways to capitalize on who you are, not by trying to fix who you aren't" (p. 171).

41. what the best do…
"It is a rare thing to be able to find a role that gives you a chance to express the specialness inside you, a role where what makes you You is also what makes you good. It is rare, not because there aren't enough interesting roles--virtually every role performed at excellence has the potential to interest somebody--but because so few individuals ever come to know their true talent and so many managers fail to notice the clues" (p.150).

42. How to better unleash an employee's distinct talents:
what the best do…
How to better unleash an employee's distinct talents:
Carve out a unique set of expectations that will stretch and focus
Highlight and perfect their unique style, helping him understand why it works and how to perfect it
Run interference: Our teachers don't work for me. I work for them.