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Loading... First, Break All the Rules: What the World's Greatest Managers Do…by Marcus Buckingham, Curt Coffman (Author)
None.   toddsattersten | May 8, 2009 |  The Summary: Gallup interviewed thousands of managers to figure out who's great and who's average. What they found is great managers do not follow any rules and treat each case individually. The Take Away: This was a tough book to read for two reasons -- it doesn't tell a story and better read in chunks and my personal circumstances. The book stressed and emphasized that managers know their people, their situations at home and work. The circumstances that they face in each. Communication, trust and respect were core competencies of great managers -- and it went both ways. Again and again it made me realize how bad things were in my own work life. There were twelve questions I wish I had jotted down. I meant to. But one of them was knowing your job and your role -- I know neither. And my newest supervisor seems reluctant to allow either to reach me. (  ) slpenney07 | Aug 2, 2008 | Several basic but effective guidelines clearly based on empirical observation and in clear contradiction to the conventional wisdom. (  ) jpsnow | May 25, 2008 | Quite good - there were certain aspects that really appealed to me and others didn't as much. Definitely worth the read and picking up the two books that follow this one. (  ) janeycanuck | Oct 31, 2007 | Every manager and employee needs to read this book. Their ideas on choosing for talent and creating paths that don't lead to management really resonated with me. I can only hope that I work for a company where these ideas are put into practice. jcopenha | May 3, 2007 | no reviews | add a review
Amazon.com Amazon.com Review (ISBN 0684852861, Hardcover)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 (retrieved from Amazon Fri, 04 Jan 2013 09:39:24 -0500) 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. The authors 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.… (more) |
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