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Reviews of First, Break All the Rules, What the World's
Greatest Managers Do Differently by Marcus Buckingham, Curt Coffman
Amazon.com
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
Book Description of First, Break All the Rules, What the
World's Greatest Managers Do
Differently by Marcus Buckingham, Curt Coffman
The greatest managers in the world seem to have little in common. They
differ in sex, age, and race. They employ vastly different styles and focus
on different goals. Yet despite their differences, great managers share
one
common trait: They do not hesitate to break virtually every rule held
sacred by conventional wisdom. They do not believe that, with enough
training, a person can achieve anything he sets his mind to. They do not
try to help people overcome their weaknesses. They consistently
disregard the golden rule. And, yes, they even play favorites. This
amazing book explains why.
Marcus Buckingham and Curt Coffman of the Gallup Organization
present the remarkable findings of their massive in-depth study of great
managers across a wide variety of situations. Some were in leadership
positions. Others were front-line supervisors. Some were in Fortune 500
companies; others were key players in small, entrepreneurial companies.
Whatever their situations, the managers who ultimately became the focus
of Gallup's research were invariably those who excelled at turning each
employee's talent into performance.
In today's tight labor markets, 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. No matter how
generous its pay or how renowned its training, the company that lacks
great front-line managers will suffer. Buckingham and Coffman explain
how the best managers select an employee for talent rather than for skills
or experience; how they set expectations for him or her -- they define
the
right outcomes rather than the right steps; how they motivate people --
they build on each person's unique strengths rather than trying to fix
his
weaknesses; and, finally, how great managers develop people -- they find
the right fit for each person, not the next rung on the ladder. And perhaps
most important, this research -- which initially generated thousands of
different survey questions on the subject of employee opinion -- finally
produced the twelve simple questions that work to distinguish the
strongest departments of a company from all the rest. This book is the
first to present this essential measuring stick and to prove the link
between employee opinions and productivity, profit, customer
satisfaction, and the rate of turnover.
There are vital performance and career lessons here for managers at
every level, and, best of all, the book shows you how to apply them to
your own situation.
Synopsis of First, Break All the Rules, What the World's
Greatest Managers Do Differently
by Marcus Buckingham, Curt Coffman
Based on the largest study of its kind ever undertaken, more than 80,000
managers in 400 companies reveal revolutionary insights about successful
managerial behavior.
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