Summary of The Dream Manager

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Today, too few skilled workers are available to fill the most demanding jobs. What can companies do? Matthew Kelly believes that employers must get into the “dream business.” To become more attractive to workers, companies should help them realize their dreams. How? By offering formal, individual coaching that sets up a step-by-step goal-directed program based on each person’s dream. These dreams could range from purchasing a house or digging out of debt to traveling to Paris or putting children through college. Whatever an individual’s dream might be, companies can earn undying gratitude – and never-ending loyalty – by focusing on what employees hope to accomplish in their lives. getAbstract recommends this book to managers who like the sound of “easier recruitment, better retention, less retraining” and would love to have loyal, engaged, enthusiastic employees. Though it may sound far-fetched, a little inner-office altruism and coaching certainly would be a salutary way to develop a workforce of optimists who believe their dreams are achievable. Read this original solution to a well-known problem to learn how to create a “dream program” for your employees.

About the Author

Matthew Kelly is a speaker and the president of a business-consulting firm. His books have sold more than a million copies, and more than three million people have attended his seminars.



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Simon, the general manager of the Admiral Janitorial Company, saw that the day-to-day drudgery of their work was demoralizing his employees. And the company was spending heavily on its 400% turnover as unhappy workers moved on to other jobs. He approached the owner, Greg, with an unconventional idea: Maybe people would stay with the company longer if it paid attention to them and their life-long dreams. This started a whole new concept in employee retention: finding out what employees really want out of life and personally helping each one reach his or her goals.

Today many companies face a severe employment crisis. As baby boomers retire, the labor pool does not have enough qualified, high-quality workers to replace them. According to BusinessWeek, 20% of top executive jobs and 25% of management jobs will become vacant in the next few years. Good workers are becoming increasingly selective about where they work and under what conditions. Seasoned employees, knowledge workers, and people with specialized skills and expertise know they can leverage this growing shortage to get what they want. If they are not happy at work, these in-demand...

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