12: The Elements of Great Managing

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Overview

How do great managers inspire top performance in employees? How do they generate enthusiasm, unite disparate personalities to focus on a common mission, and drive teams to achieve ever-higher goals?

More than a decade ago, The Gallup Organization combed through its database of more than 1 million employee and manager interviews to identify the elements most important in ...

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Overview

How do great managers inspire top performance in employees? How do they generate enthusiasm, unite disparate personalities to focus on a common mission, and drive teams to achieve ever-higher goals?

More than a decade ago, The Gallup Organization combed through its database of more than 1 million employee and manager interviews to identify the elements most important in sustaining workplace excellence. These elements were revealed in the 1999 bestseller First, Break All the Rules.

12: The Elements of Great Managing is that book’s long-awaited sequel. It follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world.

Gallup’s study now includes 10 million employee and manager interviews spanning 114 countries and conducted in 41 languages. In 12, authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics.

Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement.

About the Authors
Rodd Wagner is a principal of The Gallup Organization. Upon joining the company in 1999, he gravitated toward the study of high-performing managers and how human nature affects business strategy. At Gallup, Wagner interprets employee engagement and business performance data for numerous Fortune® 500 companies. Wagner was formerly the research director for the Portland Press Herald and Maine Sunday Telegram, a reporter and news editor for The Salt Lake Tribune, and a radio talk show host. He received an M.B.A. from the University of Utah Graduate School of Business. Wagner, his wife, Nora, and their three children live near Minneapolis, Minnesota.

James K. Harter, Ph.D., is chief scientist for The Gallup Organization’s international workplace management practice. He has authored or coauthored more than 1,000 research studies for profit and non-profit organizations. Some of this research has been popularized in the business bestsellers First, Break All the Rules, and How Full is Your Bucket?, and in academic articles, book chapters, and publications such as USA Today, The Wall Street Journal and The New York Times. He is coauthor of “Manage Your Human Sigma,” published in the Harvard Business Review. Harter has worked for Gallup since 1985. He lives in Omaha, Nebraska, with his wife, RaLinda, and their two sons.

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Editorial Reviews

National Post (Canada)
...what the reader gets is not a passel of platitudes on how to get the most out of employees...but, rather, a professional analysis of the information gathered.
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Product Details

  • ISBN-13: 9781428158528
  • Publisher: Recorded Books, LLC
  • Publication date: 12/11/2007
  • Format: CD

Meet the Author


Rodd Wagner is a principal of The Gallup Organization. At Gallup, Wagner interprets employee engagement and business performance data for numerous Fortune 500 companies. He holds an M.B.A. from the University of Utah Graduate School of Business. Wagner, his wife, Nora, and their three children live near Minneapolis, Minnesota.


James K. Harter, PH.D. is chief scientist for The Gallup Organization's international workplace management practice. Some of his research has been popularized in the business bestsellers First, Break All the Rules and How Full Is Your Bucket? Harter has worked for The Gallup Organization since 1985, and lives in Omaha, Nebraska, with his wife, RaLinda, and their two sons.

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Customer Reviews

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( 8 )
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Sort by: Showing all of 8 Customer Reviews
  • Anonymous

    Posted August 13, 2007

    Good Foundations -- Not A Great Presentation

    The principles presented in this volume are rock solid! Some of the research backing it up is presented and it is compelling. The weak part is that MOST of the book is anecdotes illustrating the principles. Anecdotes serve an important purpose and they can be inspiring, but there are too many in this book. After the third chapter, having figured out the pattern of writing, I proceeded to read the remainder of the book by skipping all but a few pages of each chapter.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted December 24, 2010

    The best in the series so far!

    This book (unlike any other) helps develop your sales teams impact on their own individual successes. Helping each individual understand (clearly) his/her own business relationships and how that engagement impacts success in the workplace and beyond. this title by far exceeds this customers expectations.

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  • Posted January 20, 2009

    more from this reviewer

    A dozen helpful pointers on managing teams

    The Gallup Organization has studied employment and management issues for decades. Rodd Wagner and James Harter distill its findings into 12 pivotal concepts that managers can use to develop and keep great employees. These range from creating strong teams to managing them so that they support corporate goals. getAbstract lauds the way the authors illustrate their points with real-life examples. They show how and why managers implement each of the 12 factors, which are usefully broken down into business cases. The 12 principles are nicely interconnected. Each one explains a way to provide employees with direct management support. This means guaranteeing their loyalty to your firm by giving their jobs a context, providing a culture that supports their friendships, offering them clear career paths, and creating opportunities for them to grow and develop as people and employees. The authors explain why salary does matter, but also why it is not the most crucial aspect of employee management. They demonstrate how the worst managers view everything in financial terms, whereas the best managers give of themselves to support their people.

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  • Anonymous

    Posted November 24, 2006

    12 - is a MUST read for new and veteran managers worldwide

    12 is truly a must read for managers at all levels in small or large organizations. Your employees are a valuable company resource, and more so, your employees possess valuable information about your product or service, tap into the most valuable resource your organization has...you employees. 12 will illustrate for you via detailed scenarios what your employees like and dislike, what really motivates them, and best of all, you will be able to put these 'elements' into operation tomorrow.

    0 out of 1 people found this review helpful.

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  • Anonymous

    Posted December 24, 2009

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    Posted June 30, 2010

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    Posted February 13, 2010

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    Posted July 8, 2009

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