Download e-book for iPad: Hug Your People: The Proven Way to Hire, Inspire, and by Jack Mitchell

By Jack Mitchell

ISBN-10: 1401322379

ISBN-13: 9781401322373

In Hug Your consumers, Jack Mitchell confirmed company readers easy methods to preserve their buyers happy---and their earnings booming. In Hug Your humans, he elaborates on his immense mystery: hiring, motivating, and preserving your largest asset---great staff!

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Read or Download Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results PDF

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Extra info for Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results

Sample text

Right after you’ve hired someone, it’s also imperative that you go out of your way to make the new arrival feel welcome. When a reporter is hired at The New York Times, a so-called desk buddy is assigned to him. He’s a staffer chosen because he seems simpatico with the new person. He’s asked to take the individual out to lunch (at the company’s expense, naturally), 28 HUG YOUR PEOPLE and to be generally available to answer any questions. If the new reporter is from out of town, the desk buddy can fill him in on the difference between the W train and the 4 train, who has the best pizza nearby, and who’s that tall guy with the pug nose on the National Desk.

Well, what about first impressions with new associates? How many businesses really take those seriously? Think about it. When a company hires a new person— whether it’s a salesperson or a middle manager or a cook for the company cafeteria—it obviously has high expectations. And the new hire surely has high hopes, too. And even though supervisors normally are encouraging to new people, and new people are usually diligent and do everything possible to present the best possible face, there’s a lot of wariness bubbling on both sides.

But top executives need to do a lot better in this area if they want to nurture a dedicated work team. We certainly feel that everyone in a managerial position needs to know his or her top 100 to 150 associates, and frankly 250 is not unreasonable. I would prioritize them in this way: 1. The person you report to 2. Those who report to you 3. Those associates who make a difference in enabling you to deliver whatever you need to do to achieve your goals As for the people who directly report to a manager, they should know these top 100 to 150 people, too, because direct reports reflect on the manager.

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Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results by Jack Mitchell

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