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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.
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.See all Product Description
This book was easy to read. Yet many concepts were questionable... I enjoy reading management books and this one did not stand out, other than the title...Published 4 months ago by VG
Great book for those looking for a different way to manage.Published 8 months ago by Akron & GeeGee
Good stuff. Large sample, properly outlined. It's been the basis for my approach since reading it a decade or so years ago.Published 12 months ago by Chris wallace
I love this book and have used it often when I was a manager and since in my writings on workplace mobbing. Read morePublished 15 months ago by Richard Schwindt
This book offered so many clear insights. I am a new manager and related to many of the situations described here. Read morePublished 17 months ago by Sarah
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
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 on May 10 2013 by P. D. Evans