For the best lessons about managing, study real-life experts\u2014not the "absolute best freaks of managerial nature" but the "gentle but determined souls you will find half the time in a great company, and one out of 10 times in a poor one." That\u2019s the advice behind 12: The Elements of Great Managing, a follow-up to the best-selling First, Break All the Rules (1999). The first book drew on a massive base of research data about management from The Gallup Organization. Its successor adds analysis of newer responses to expand upon 12 truths about employees that great managers must use to their company\u2019s advantage. Much of the advice centers around two core beliefs: You can\u2019t ignore human nature, and managers who treat individuals well and inspire strong personal support from their employees help companies realize better results and higher profits. The 12 truths range from the hard-to-argue "I know what is expected of me at work," to the not-so-obvious "The mission or purpose of my company makes me feel my job is important," and the controversial "I have a best friend at work." You may think this last one\u2019s immature, but Gallup\u2019s data shows otherwise. The book discusses each truth in the context of profiling an actual manager\u2019s struggles and successes. The 12 profiles have a global flavor, including tales from Poland and Brazil, befitting cross-industry research done in 41 languages and 114 countries. If you\u2019re trying to inspire your own team, you\u2019ll find interesting examples here and not a lot of clich\u00bf oversimplified advice. When the book discusses a Texas hotel manager\u2019s travails, for example, you\u2019ll hear why colleagues didn\u2019t like her at first. You\u2019ll also find supporting data if you\u2019re trying to convince colleagues that managers who inspire loyalty in teams are key to a company\u2019s success.