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The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

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大本营”我的获取“，包括两个基本问题：1、我知道对我的工作要求吗？2、我有做好我的工作的所需要的材料和设备吗？这是关于从这个职位”我能得到什么“。

一号营地”我的奉献“，包括四个问题：3、我每天都有机会做我最擅长做的事吗？4、在过去的七天里，我因工作出色而受到表扬吗？5、我觉得我的主管或同事关心我的个人情况吗？6、工作单位有人鼓励我的发展吗？以上问题不仅能帮助你了解你是否觉得自己胜任现职（问题3），而且能帮助你了解别人是否看重你的个人业绩（问题4），是否看重你的个人价值（问题5），是否打算对你的发展投资（问题6）。所有这些问题关注的焦点是你个人的自尊心和价值。如果这四个问题得不到回答，那你的个人归属感、成为团队一员的希望、获得学习机会和投身革新等想法就都会落空。

二号营地”我的归属“，包括四个问题：7、在工作中，我觉得我的意见受到重视吗？8、公司的使命使我觉得我的工作重要吗？9、我的同事们致力于高质量的工作吗？10、我在工作单位有一个最要好的朋友吗？

三号营地”共同成长“，包括两个问题，这是攀登的最高阶段，包括：11、在过去的六个月内，有人和我谈及我的进步吗？12、过去一年里，我在工作中有机会学习和成长吗？到达这一阶段，你急于看到每个人都有所提高。你想把事情做得更好，你想学习，进步，革新。这一阶段告诉我们，惟有爬上山并经历了前面三个阶段以后，你才能卓有成效地进行革新。而要进行革新，并把新点子用于实际，你就必须关注正确的期待（大本营）；你就必须对自己的专长充满信心（一号营地）；你还必须对你周围的人是否接受你的新点子做到心中有数（二号营地）。如果你对上述所有问题不能做出肯定回答，那你就会发现，要把你所有的新点子用于实际几乎是不可能的。

如果你对十二个问题都能做出肯定的回答，你就到达山顶了。你目的明确，有一种持久的成就感。在登高过程中，你必须在大本营和一号营地之间多作停留。你在低...

优秀经理将才干定义为一种“贯穿始终，并能产生效益的思维、感觉和行为模式”。这里的重点是“贯穿始终”。他们认为你的才干就是你发现自己经常做的事情。你有一种神经“过滤器”，它使你在生活和工作中对某种刺激感到兴奋，而对其他刺激则无动于衷。比如，你本能地不仅善于记住人的模样，而且能记住他们的姓名，这就是一种才干；你把调料瓶按字母排列，或者把衣物按颜色深浅顺序放在柜橱里，这种习惯也是才干；你爱玩猜字游戏，你爱冒风险，你急不可待等等，这些都是才干。任何可以产生效益的“贯穿始终”的行为模式都是才干。而取得出色成绩的关键在于使你的才干与工作相匹配。

优秀经理们并不否认这三点的重要性：经验给人启示，智力是上帝的恩赐，而毅力——优秀经理实际上将它视为才干——几乎是不可能学会的。当时传统智慧到此为止，因为它忽略了其他各种才干，而才干胜过经验、智力和意志，是在每一个职位取得成功的先决条件。

第一，才干是无法教会的。你教不会有主见，教不会善解人意，教不会变压力为动力，也教不会因人而异地进行管理。你只能寻在有这些才干的人。

第二，才干是业绩的根本动力。这不是说经验、智力与意志力不重要。但是，一个员工的才干组合——他的动机、思维和待人处事方式——更为重要。无论你怎样仔细地以相同的经验、智力和意志力标准选人，你所雇佣的员工取得的业绩总会参差不齐。

相同的外界刺激，不同的反应。为什么？因为每个人眼中的世界是不一样的。对于同样的刺激，有的人非常敏感，另一些人却视而不见。

我们每个人都有独特的“过滤器”，一种对周围世界作出反应的特殊方式。你的“过滤器”告诉你哪些刺激应该注意，哪些可以不理；告诉你什么应该爱，什么应该恨。它们决定你的内在动机——你喜欢竞争，还是博爱，还是以自我为中心。他们决定你的思维方式——严谨还是放任，实用还是战略。它决定了你的态度，乐观还是玩世，冷静还是急躁，体谅还是冷漠。它决定了你身上所有不...

在现实生活和工作中，两点之间最短的路径不是直线，而是阻力最小的路径。

管理四要诀，即：选拔才干、界定结果、发挥优势、因才适用。

优秀经理在提出要求时，注重界定正确的结果。这不是说步骤不重要，但优秀经理认定，在大部分情况下，只要明确目标，员工应自行寻找对他们最合适的路径。优秀经理说，在现实生活和工作中，两点之间最短的路径不是直线，而是阻力最小的路径。不同的人面临不同的阻力，继而会选择各不相同的最佳路径。

优秀经理的一个标志是善于详细地勾画出每个雇员的独特才干--每个人的动力何在，每个人的想法如何，每个人怎样构筑人际关系。

欠缺是心智上的荒原。它是一种貌似挣扎的行为，一种从来感觉不到的激奋，一种一再被遗漏的洞察。一般情况下欠缺是无害的。

然而，欠缺也可能变成弱点。当你发觉自己处在一个需要在你所欠缺的方面表现出众才能获得成功的职位上时，你的欠缺便成为一个弱点。

只有三种可能的方法帮助一个人取得成功。那就是，发明一个支持系统；找一个互补的合伙人；或者换一个职位。

书籍介绍

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.