- 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: 4.5 out of 5 stars See all reviews (602 customer reviews)
- Amazon Best Sellers Rank: #27,340 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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Top Customer Reviews
Life has been different. Priorities have changed. Focuses are no longer the same. Thinking has been transformed. Work habits are no longer what they were. Working with others is more important. Outcomes now are always so much better!
1. People don’t quit their companies, they quit their bosses;
2. Define the right outcomes and then let each person find his own route toward those outcomes;
3. The most efficient route that nature has found from point A to point B is rarely a straight line. It is always the path of least resistance;
4. All roles demand some accuracy & safety, standardized steps are needed (Baring Bank case);
5. Languages, symbols, conventions, scales-these are the DNA of civilization-without the ability to accept standards we could have never developed such a complex society;
6. The companies that define the new standards will gain huge advantage over latecomers;
7. Customers’ levels of expectations
8. Customer is ultimate judge of value;
9. Use practical ways to see world through your customers eyes;
10. At Disney they think vibrant companies should have 5 year plans but willing to change it every year - that’s tough for the intermediaries like managers;
11. When I draw my playbook I always go from the players to the plays-head coach of Minnesota Vikings;
12. Focus on each persons strengths and manage around his weaknesses. Don’t try to fix the weaknesses… help each person to become more of who he already is;
13. One of the sings of the great manager is the ability to describe in detail the unique talent of each of his people – what drives each one, how each one thinks, how each build relationships;
14. Know the difference between the skills and knowledge and weaknesses;
15. The golden rule is broken by the great managers every day-they don’t treat people the way they would lie to be treated-people don’t breath same psychological oxygen;
16. Time you spent with your best employee (not the weakest) is your most productive time;
17. No news is never good news;
18. From the perspective of great managers averaging is irrelevant to excellence-top performers have more potential for growth;
19. Success is achieved through a never-ending pursuit of improvement-personally, professionally financially and spiritually;
20. Each of us is a couple of talent cards short of a full deck;
21. Partnerships are not archetype, each partnership in fact is anomaly;
22. If you find yourself spending most of your time managing weakness of particular employee, than know that you’ve made a casting error;
23. When employee requires growth-promotion-help each person find roles that ask him to do more and more of what he is naturally wired to do;
24. Most employees are promoted to the level of their incompetence;
25. Great managers envision company where there are multiple routes towards respect and prestige;
26. Broadbanding – for each role you define a pay in broad bands or ranges with the top end of the lower level role overlapping the bottom end of the role above-companies like Merill Lynch & Disney have well endured the practice;
27. During the Gallup’s interviews with great managers they found a consistent willingness to hire employees who the manager knew, might soon earn significantly more than they did;
28. Create heroes in every role;
29. Great managers make sure to have 4 hours a year with an employee to discuss their career path;
30. When using trial periods for employees you must be very clear about the details;
31. What level of performance is unacceptable? Any level that hovers around average with no trend upward;
32. In mind of great managers to care means to set the person up for success;
33. G.M. on “tough love”- each of best men on my two weddings was someone I fired;
34. G.M. : but I know my people some times better then they know themselves;
35. The four keys to great management are:
a. Select for talent;
b. Define the right outcomes
c. Focus on strengths;
d. Find the right fit;
36. When casting for talent ask open-ended questions;
37. Past behavior is a good predictor of future behavior. Therefore questions like “tell me about a time when you…” can serve you well;
38. Pitfall is evaluating articulation and memory of interviewed;
39. Rapid learning is an important clue to persons talent. Ask candidate what kind of roles she has been able to learn quickly. Ask her what activities come easily to her now..
40. Great managers find times for performance management routines-4 common characteristics for it:
a. Routine is simple;
b. Routine forces frequent interaction between manager and employee;
c. Routine is focused on the future
d. Makes employee to keep track of his own performance
41. In the world according to great managers the employee is the star. The manager is the agent.
42. When you enter your place of work, you never leave it at zero. You either make it a little better or a little worse.
43. Managers trump companies;
44. Human power lies in its idiosyncrasy;
45. Real profit increase drives stock increase-sustainable growth drives real profit increase-loyal customers drive customer growth-engaged employees drive customer loyalty-the right people in the right roles wit the right managers drive employee engagement;
46. Great managers are not looking for people who are easy to manage;
Don't judge me for posting this tonight I'm glory glory guy not forza or vamps :) :UCLfinal:
In particular, the differentiation between talents and skills was really helpful for me to understand, as was the StrengthsFinder assessment. Like a lot of people, I sometimes have the tendency to think that anyone can do anything as long as they work hard and apply themselves. This book really challenged that assumption, but it did so without taking a pessimistic approach. To the contrary, this book did a good job of demonstrating all of the tangible ways managers can draw out the best in people (their innate talents) to create a high-performing team.
I'm looking forward to applying some of these insights in my new role, and would definitely recommend this book to friends and colleagues.