- Hardcover: 271 pages
- Publisher: Gallup Press; 1 edition (May 5, 1999)
- Language: English
- ISBN-10: 0684852861
- ISBN-13: 978-0684852867
- Product Dimensions: 6.1 x 1 x 9.2 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 592 customer reviews
- Amazon Best Sellers Rank: #41,643 in Books (See Top 100 in Books)
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First, Break All the Rules: What the World's Greatest Managers Do Differently Hardcover – May 5, 1999
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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
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
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Conventional Key: "Select a person based on his experience, intelligence, and determination". There is nothing wrong with this statement in of itself. Let's say that there is are two candidates, one external, and one internal for one Engineering Change Order Coordinator position and the enterprise software system being used is Oracle. The external candidate does not have experience with the specified software, however has written thousands of ECOs, as well as cause and effect reports for their department. The other candidate has experience with exact software, however only minimal similar report writing. If the manager chooses the internal candidate due to the software experience, it may work fine in the long run. It can prove to be a better selection tool for the manager to use the Revolutionary Key: "When selecting someone, they select for talent, not simply experience, intelligence, and determination". In this case, the external candidate has a proven talent for working with personnel from multiple departments, in order to complete tasks that come with ECO writing. This individual will may likely have skill sets can perhaps cross over with minimal system training.
Conventional Key: "Set expectations by defining the right steps". Creating flowcharts to show the steps needed to complete a set of tasks is a good thing. Using the Revolutionary Key: "When setting expectations, they define the right outcomes, not the right steps", can prove better. Perhaps you still use Visio, but instead you reverse engineer the processes to find your prerequisites. Work the process backward, from your desired outcome, back to the start.
Conventional Key: "Motivate the person by helping him identify and overcome weaknesses". This less politically correct method of evaluating an employee, still fits well for some of the workers that reported to me. Their request was for me to "Tell me what I am doing wrong, so I can fix it." Revolutionary Key: "When motivating someone, they focus on strengths not weaknesses". For the most part, this approach has been the norm for myself, and the people that worked for me. The reviews that I wrote were geared more towards professional development in fact. I will not manufacture a weakness in someone, when one is not present! With influence from a previous manager, I began to have group study with the shop, install, and service foremen. Instead of having them read a book, we each studied a chapter a week. Each week, a different person would be assigned the chapter, and would write, and hand out a worksheet with a set of questions a couple days before we met, and then the team would discuss the assignment.
Conventional Key: "Develop the person by helping them learn and get promoted. Career path by default? There is a certain quaintness to the "paid your dues"Âpath. So, if the worker is one of the best, AND shows leadership potential, I would still recommend this process Revolutionary Key: When developing someone, they help him find the right fit not simply the next rung on the ladder. Truly a key point. Even if it is the "paid your dues path, finding there right fit, and then developing that individual to be able to handle the new level of responsibility.
Talent: "A recurring pattern of thought, feeling, or behavior that can be productively applied." Three recurring patterns that I feel a supervisor should have, are Ethics, Responsibility, And Command. A fairly cut and dry selection for me, as my most important mentors in the military and in business, all have had these talents
From the Striving Talents Ethics: A clear understanding of right and wrong, which guides your actions. Perhaps it is not telling your subordinate to lie to a supplier, or customer. Or maybe it is not being willing to have a good-old-boy network where you have your favorite workers stay in your office for extended meetings after lunch or smoke breaks with you, while the other workers are breaking knuckles turning wrenches. It is neither fair to the company, which expects work to be done during the periods that payroll is expected to compensate, nor those busting knuckles.
Thank you for this book, Mr. Buckingham and Mr. Coffman."