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

Marcus Buckingham (Author, Reader), Curt Coffman (Author)
4.3 out of 5 stars  See all reviews (182 customer reviews)
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Product Description

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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

182 Reviews
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4.3 out of 5 stars (182 customer reviews)
 
 
 
 
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1 of 1 people found the following review helpful
2.0 out of 5 stars Overrated: Breaking Rules causes corporate scandals, Dec 16 2003
By 
Integrity Trainer (Northbrook, IL USA) - See all my reviews
This review is from: First, Break All The Rules: What The Worlds Greatest Managers Do Differently (Hardcover)
This book appears to be written by a couple young guys who are very well educated but not so well experienced in management. Right up front (p. 11) they support the title of their book by stating great managers "consistently disregard the golden rule" (do onto others as you would like others to do onto you). That is nonsense and that is exactly what got the executives of Enron and numerous other corporations in BIG trouble.

This book was written in 1999 at the height of the deception going on by executives at Enron, Worldcom, Tyco International and multiple others before their inflated bubble burst. Leadership authors and speakers like these do a great disservice to those who earnestly want to learn how to succeed in business and those who want to trust the corporations they invest in.

This book of course isn't focused on how to break rules and has some good leadership tips. But so do a lot of good leadership books.

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1 of 1 people found the following review helpful
2.0 out of 5 stars I didn't even care to finish it... and it's audio., Aug 15 2003
By A Customer
This review is from: First, Break All The Rules: What The Worlds Greatest Managers Do Differently (Audio CD)
I didn't care for the cases the authors made. Maybe it's because I jumped into it right after "Good to Great" from Collins. I mean who can stand next to Jim Collins right? This book seemed amateurish and made poor cases in comparison. Although not exactly the same topic, I was overall not impressed with the fact or hard examples and specifics that were sprinkled here and there.

It's like listening to a Sermon without any biblical context. Ha ha... I think that describes it well.

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1 of 1 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
This review is from: First, Break All The Rules: What The Worlds Greatest Managers Do Differently (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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