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First, Break All The Rules: What The Worlds Greatest Managers Do Differently [Hardcover]

Marcus Buckingham , Curt Coffman
4.3 out of 5 stars  See all reviews (188 customer reviews)
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Book Description

May 5 1999
In First, Break All the Rules, Gallup presents the remarkable findings of its massive in-depth study of great managers—those who excelled at turning each employee’s talent into performance.

The world’s greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites.

Companies compete to find and keep the best employees using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people.

Gallup’s research—based on 80,000 managers in 400 companies—produced twelve simple questions that distinguish the strongest departments of a company from the rest. First, Break All the Rules introduces this essential measuring stick and proves the link between employee opinions and productivity, profit, customer satisfaction, and rate of turnover.

Frequently Bought Together

First, Break All The Rules: What The Worlds Greatest Managers Do Differently + Now, Discover Your Strengths: How to Build Your Strengths and the Strengths of Every Person in Your Organization
Price For Both: CDN$ 47.03


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Product Description

From Amazon

Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place."

The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years. Quoting leaders such as basketball coach Phil Jackson, Buckingham and Coffman outline "four keys" to becoming an excellent manager: Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent--not just knowledge and skills. First, Break All the Rules offers specific techniques for helping people perform better on the job. For instance, the authors show ways to structure a trial period for a new worker and how to create a pay plan that rewards people for their expertise instead of how fast they climb the company ladder. "The point is to focus people toward performance," they write. "The manager is, and should be, totally responsible for this." Written in plain English and well organized, this book tells you exactly how to improve as a supervisor. --Dan Ring

From Booklist

The authors, both management consultants for the Gallup Organization, use the company's study of 80,000 managers in 400 companies to reach the conclusion that a company that lacks great frontline managers will bleed talent, no matter how attractive the compensation packages and training opportunities. With this in mind, they sought the answers to the follow-up questions: "How do great managers find, focus and keep talented employees." Using case studies, diagrams, and excerpts from interviews, Buckingham and Coffman guide us through their findings that discipline, focus, trust, and, most important, willingness to treat each employee as an individual are the overall secrets for turning talent into lasting performance. The book concludes with suggestions on how to become a great manager, including ideas for interviewing for talent, how to develop a performance management routine, and how to get the best performance from talented employees. Although this is clearly an infomercial for the Gallup Organization, it nevertheless offers thoughtful advice on the essential task of developing excellent managers. Mary Whaley

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Customer Reviews

Most helpful customer reviews
11 of 11 people found the following review helpful
5.0 out of 5 stars Excellent Management Book Nov. 8 2002
By *
Format:Hardcover
I definitely rank this title among 5 best business books I have read. Its conclusions have two strengths: a/when implemented translate to a much improved business performance, b/are exceptionally well backed by a massive research.
This is the essence of my particular out-take from "First, Break Every Rule":
1/Select a person for talent (not for well-roundedness, lack of weknesses). Talent is any recurring pattern of bahaviour that can be productively applied. You cannot teach talent, ergo your time is best alocated when you use and further develop your and your subordinates existing talents rather than spend it on trying to change weaknesses into strengths. Weaknesses can be only neutralized which is a must when they are a major obstacle to talents.
2/Having selected employees, set expectations for them (which are right outcomes and not right steps!), motivate them (when motivating pople focus on their strengths not weaknesses) and develop them (the talents already existing in them).
3/Your employee will perform best when 6 fundamental conditions are met by you as his/her direct superior:
a/She knows what is expected of her at work (outcomes again).
b/She is properly equiped to do the job.
c/She is assigned in line with at least one of her best talents.
d/She has received praise in the last week (which, let us note, will not be difficult if conditions a/,b/ and c/ have been met by her manager)
e/She is convinced that her supervisor cares about her as a person.
f/She feels there is someone at work who encourages her development.
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2 of 2 people found the following review helpful
2.0 out of 5 stars Some basic common sense, not much else Feb. 23 2001
Format:Hardcover
There are a few good common sense ideas in this book. For example: 1.It's hard to change people; 2. Make the most of an employee's talents instead of trying to fix their weaknesses; 3. Don't micro-manage; 4. A good way of doing something is not simply the opposite of a bad way. The authors then contend that these ideas go against conventional wisdom. I don't know what conventional wisdom they are talking about since it agrees with most of mine. But then again I went to an engineering school, not a business school. After presenting these ideas there is not much else in the book except a series of disconnected management anecdotes. Curiously most of these anecdotes are examples of bad management. This is in direct contradiction to idea 4 above, which the authors spent several pages discussing. I think the first example of good management was about halfway through the book when they started to talk about Southwest Airlines. (Actually if someone wants to write a good management book, do a case study on Southwest Airlines.) Also most of the examples deal with restaraunts, hotels, and banks with almost none from a high tech or software business. Finally I think (and this is conventional wisdom again) a good manager must be able to 1.Prioritize; 2.Organize. The authors say nothing of these abilities and obviously know little about them.
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2 of 2 people found the following review helpful
1.0 out of 5 stars First, You should know what you are talking about Oct. 10 2002
By A Customer
Format:Hardcover
I began reading this book with an open mind. I am an HR VP with over 20 years of experience at Fortune 500 organizations. This book tries to be iconoclastic and innovative for line management, however, any good manager should see through its marketing and catchy title. This book is based on the "strengths" concept which has no empirical data other than that done by those on the Gallup payroll.
I strongly recommend sticking with more trusted and proven business advice from better publishers and authors with degrees in the field in which they are writing about.
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1 of 1 people found the following review helpful
2.0 out of 5 stars Interesting data, uninteresting book. Jan. 2 2001
Format:Hardcover
This book has its pros and cons. The cons, unfortunately, outweigh the pros. On the positive side, the Gallup data that Buckingham and Coffman present are intriguing. It is interesting that high-performing business units can be distinguished from those that perform poorly based on employees' responses to certain questions. But the responses of the employees or, more appropriately, their opinions, are not the reason for the good performance. Recognizing this, the authors appropriately move on to describe the management style that makes for good business performance. This, however, is where the book breaks down into an obtuse, vague, and unrealistic personality theory that is justified (as if to impress) with a reference to a study of exorbitant sample size (as if the sample size is what makes for a quality study ... Gallup folks should know better than that). Besides a few reasonable points, the message is essentially that managers should look for "striving", "thinking" or "relating" talents of various kinds (e.g., "relating individualized perception talent") and make sure people who posses those talents are cast in jobs that require such talents. As with most theories of personality, such speculations are of little value and are exceedingly impractical. Assuming for a second that these personality traits do exist, how does that help? First, how do we identify employee's personality traits? The authors pay lip service to this issue (at best, see for example p. 218 and 219), but with the loosely defined personality traits that they invented, how could a tool for identifying those traits be expected. Second, how do we know which jobs require which personality traits? The answers, after reading this book, are not immediately clear. Read more ›
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Most recent customer reviews
5.0 out of 5 stars Good stuff. Large sample
Good stuff. Large sample, properly outlined. It's been the basis for my approach since reading it a decade or so years ago.
Published 4 days ago by Chris wallace
5.0 out of 5 stars makes many managers look like dumb dumb heads
I love this book and have used it often when I was a manager and since in my writings on workplace mobbing. Read more
Published 2 months ago by Richard Schwindt
5.0 out of 5 stars loved this book!
This book offered so many clear insights. I am a new manager and related to many of the situations described here. Read more
Published 5 months ago by Sarah
4.0 out of 5 stars first is good
second book in series is the best
third is not that great

interesting insight to know that not all "good managers" manage the same way
Published 5 months ago by Chris R Kendrick
4.0 out of 5 stars excellent advice
a lot of good anecdotal examples of how the principles affect not just the working environment, but also how they spill over into the home life.
Published 16 months ago by P. D. Evans
5.0 out of 5 stars This book really makes you think
Questioning why you behave the way you do and why those myths have become your truths. It helps to dismiss those myths and lets you focus on moving forward enlightened with a new... Read more
Published 18 months ago by Cyndi Seifried
5.0 out of 5 stars Ever have a great manager?
A fantastic book and now in my top recommendations for managers and leaders! If you've ever had the fortune to work with a great manager but can't quite put your finger on what... Read more
Published on June 29 2008 by Doug Kyle
5.0 out of 5 stars Well researched and well presented. All managers must read this book.
This is a well researched book. The authors arrived at their conclusions after analyzing data collected by Gallup over 25 years - using an impressive sample size of 80 thousand... Read more
Published on March 23 2008 by Avinash Sharma, The Yogic Manager
5.0 out of 5 stars Brilliant!
Marcus is one of the best speakers on management today. His books offers insigtful ways of thinking that are no ground shaking, but if used properly become ground shaking. Read more
Published on Sept. 19 2006 by Business Improvement Solutions Inc.
5.0 out of 5 stars Do it differently
I agree with the findings of this book. I agree that it's not super new information but the information sunk in with the way it was told. Read more
Published on June 6 2005 by John B.
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