When They Win, You Win
Being a Great Manager Is Simpler Than You Think
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- £10.99
Publisher Description
From the legendary Silicon Valley manager who inspired Radical Candor, the three simple rules for creating happy, engaged teams.
Businesses everywhere are plagued by managers who seem to think that keeping their staff miserable is the best way to deliver profits. This is a failure of leadership that also hurts the bottom line; research has shown that maintaining a happy, engaged workforce consistently drives measurably better business results across the board.
In When They Win, You Win, Russ Laraway, the Chief People Officer of Goodwater Capital, provides a simple, coherent, and complete leadership standard that teaches organizational planners and managers how to develop incredible levels of employee engagement. The book identifies three key elements: clear direction-setting, frequent coaching, and active engagement with employees on their long-term career goals.
Russ Laraway's approach to management, developed at Google, Twitter, Qualtrics, and Goodwater, shows the way to cultivate a happy, productive, and engaged team. Happy results are sure to follow—for you, your customers, your shareholders, and your employees alike.
PUBLISHERS WEEKLY
"Managers everywhere are systematically failing," according to this cursory debut from Laraway, the chief people officer at Qualtrics, a management company. Citing studies that report "global employee engagement to be 15 percent, which is shockingly low," Matthews encourages managers to keep team members motivated by applying his "big 3" approach: direction, coaching, and career guidance. This means ensuring "every member of their team understands exactly what is expected and when it is expected," and coaching employees on both their short and long-term goals. Laraway makes a fine case for fairly standard business ideas, such as nailing down a "vision" and "purpose" to keep teams productive and on track, and dishes out a number of chatty stories about employee engagement turnaround at companies where he has worked. But he offers little beyond simplistic directives to solidify one's mission, to care about employees as human beings, and to avoid bragging about overwork. While the presentation is peppy—"my dream is that readers of this book will join me in my quest to rid the world of assclown managers everywhere"—there's not much new. The tone is a nice change from the status quo, but many managers will find most of this all too familiar.
