Introduction: Breaking all the rules -- The measuring stick. A disaster off the Scilly Isles -- The measuring stick -- Putting the twelve to the test -- A case in point -- Mountain climbing -- The wisdom of great managers. Words from the wise -- What great managers know -- What great managers do -- The four keys -- The first key: Select for talent. Talent: how great managers define it -- The right stuff -- The decade of the brain -- Skills, knowledge, and talents -- The world according to talent -- Talent: how great managers find it -- A word from the coach -- The second key: Define the right outcomes. Managing by remote control -- Temptations -- Rules of thumb -- What do you get paid to do? -- The third key: Focus on strengths. Let them become more of who they already are -- Tales of transformation -- Casting is everything -- Manage by exception -- Spend the most time with your best people -- How to manage around a weakness -- The fourth key: Find the right fit. The blind, breathless climb -- One rung doesn't necessarily lead to another -- Create heroes in every role -- Three stories and a new career -- The art of tough love -- Turning the keys: a practical guide. The art of interviewing for talent -- Performance management -- Keys of your own -- Master keys -- Gathering force -- Appendix A. The Gallup path to business performance -- Appendix B. What the great managers said -- Appendix C. A selection of talents -- Appendix D. Finding the twelve questions -- Appendix E. The meta-analysis.