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First, Break All The Rules: What The Worlds Greatest Managers Do Differently Audio CD – Abridged, Audiobook
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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 an out of print or unavailable edition of this title.
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 an out of print or unavailable edition of this title.See all Product Description
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Top Customer Reviews
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.Read more ›
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.Read more ›
Most recent customer reviews
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 15 months ago by VG
Great book for those looking for a different way to manage.Published 19 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 23 months ago by CKWallace
I love this book and have used it often when I was a manager and since in my writings on workplace mobbing. Read morePublished on June 6 2014 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 on March 24 2014 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
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