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First, Break All The Rules: What The Worlds Greatest Managers Do Differently Audio CD – Abridged, Audiobook


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Product Details

  • Audio CD
  • Publisher: Simon & Schuster Audio; Abridged edition (Nov. 1 2000)
  • Language: English
  • ISBN-10: 0743510119
  • ISBN-13: 978-0743510110
  • Product Dimensions: 2.5 x 14.6 x 13.3 cm
  • Shipping Weight: 181 g
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (189 customer reviews)
  • Amazon Bestsellers Rank: #126,788 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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 --This text refers to the Hardcover edition.

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 --This text refers to the Hardcover edition.

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Customer Reviews

4.3 out of 5 stars

Most helpful customer reviews

11 of 11 people found the following review helpful By * on Nov. 8 2002
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 By Avinash Sharma, The Yogic Manager on March 23 2008
Format: Hardcover
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 managers and 1 million staff from 400 companies. Gallup has used its expertise in survey research to link employee engagement to business performance. The concepts are well explained and presented.
The essence of the findings lie in the 4 Keys of great managers and the 12 Questions that give organizations the information they need to attract, focus, and keep the most talented employees.
The 4 Keys of great managers:
1. Select for talent - the authors define talent as "recurring patterns of behavior" and state that great managers find the match between talents and roles.
2. Define the right outcomes - managers needs to turn talent into performance. This can be done by defining the right outcomes and letting people find their own route toward the outcomes.
3. Focus on strengths - managers need to concentrate on strengths and not on weaknesses.
4. Find the Right Fit - managers need to assign roles to employees that give the employees the greatest chance of success.
The 12 Questions make an excellent list of questions that will be helpful to organizations as well as to employees. The authors group the questions into various categories and explain the importance of each question and group.
I give this book 5 stars because the insights are practical and backed by empirical evidence, and the book is well presented. I was able to apply the concepts immediately. I read this book when I was assigned the role of a team lead. I was able to improve the efficiency of the team by assigning tasks to people based on their individual strengths.
This book has a lot of substance.
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2 of 2 people found the following review helpful By Eldon E Mack on 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 By A Customer on Oct. 10 2002
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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