The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Kindle Edition

4.3 out of 5 stars 72 customer reviews
ISBN-13: 978-0743261654
ISBN-10: 0743261658
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Editorial Reviews

Amazon.com Review

As a social science researcher and an esteemed business consultant, Marcus Buckingham (First, Break All the Rules and Now, Discover Your Strengths) has spent considerable time studying the big picture. This wide-angle approach led him to an unexpectedly narrow conclusion: There is a core concept to even the most complex topic. What he has discovered in The One Thing You Need to Know is that single "controlling insights" exist for a whole range of situations, and when properly applied, can encourage exponential improvement and lead to precise action and results. In applying this concept to managing, leading, and individual performance he has pinpointed the single element necessary for achieving success in each of these three key positions.

Buckingham acknowledges the subtleties of the topic and his goal is "not to make these subjects simpler, merely clearer." And what could be clearer than one thing? The challenge lies in filtering out the nonessential matters and distinguishing "between what is merely important and what is imperative" in order to produce the greatest and most far-reaching effects. In offering advice on how to do this he also details the three things you need to learn about a person to manage them effectively, explains why a lack of balance is a good thing, shows how to identify your own strengths and weaknesses, and discusses which personality traits all great leaders must possess.

Clearly written, informative, and enjoyable, the book aims to motivate readers to act--not just think--differently by providing concrete examples and specific lessons. And it need not be confined to the office--the concepts outlined in these pages can help people feel more fulfilled and productive in all aspects of life. --Shawn Carkonen

Essential Buckingham


First, Break All the Rules

Now, Discover Your Strengths

The One Thing You Need To Know, Audio CD

First, Break All The Rules, Audio CD

Now, Discover Your Strengths, Audio CD

First, Break All the Rules, Audio Cassette

If You Like Buckingham, You'll Love...

Review

"Marcus Buckingham's insights about what matters most have been enormously helpful for our people. His grasp of the pivotal difference between great managing and great leadership, and how to act on that knowledge has proven an essential insight for key leaders at Best Buy."

-- Brad Anderson, Vice Chairman and CEO, Best Buy Co., Inc.


Product Details

  • File Size: 590 KB
  • Print Length: 304 pages
  • Page Numbers Source ISBN: 0743261658
  • Publisher: Free Press; 1 edition (March 8, 2005)
  • Publication Date: March 7, 2005
  • Sold by: Simon and Schuster Digital Sales Inc
  • Language: English
  • ASIN: B000FCK1UM
  • Text-to-Speech: Not enabled
  • X-Ray:
  • Word Wise: Enabled
  • Lending: Not Enabled
  • Enhanced Typesetting: Enabled
  • Amazon Best Sellers Rank: #105,259 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
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Customer Reviews

Top Customer Reviews

By Stosh D. Walsh on March 10, 2005
Format: Hardcover
Buckingham's book is very good overall; the practical anecdotes he provides of people actually DOING the "one thing" are compelling, and his style is entertaining, and yet no-nonsense.

In giving us "the one thing," Buckingham emphasizes the need for what he calls the "controlling insight" to provide a means not only for getting on to the field of play, but "how to win and keep winning the game."

Armed with this description, he unveils what, based on his considerable experience and research, he considers the controlling insight about great managing, great leading, and sustained individual success.

Here are the "one things" for each:

Managing: "Discover what is unique about each person and capitalize on it."

Leading: "Discover what is universal and capitalize on it."

Sustained individual success: "Discover what you don't like doing and stop doing it."

Along the way, Buckingham provides some excellent points of focus, including a very important differentiation between managing and leading that too many of his contemporaries have overlooked: "When you want to manage, begin with the person. When you want to lead, begin with the picture of where you are headed."

Predictably though, much of the argument for each of the three controlling insights is predicated upon strengths theory, which Buckingham and Clifton popularized with "Now, Discover Your Strengths." In the management chapter, the anecdotes more or less focus on individuals who are able to identify the strengths of their people, and put them to the best possible use.
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Format: Hardcover
I thought that *First, Break All the Rules* was brilliant, and this book builds well on the line of thought that Buckingham and his collaborator started there. Plus it's succinct, well-written, and generally a pleasure to read -- which you can't say about a lot of business books!

Some points that particularly struck me were these.

1. The distinction between "management" and "leadership" skills, which are far too often confused: if someone shows leadership potential, their managers assume that the best place for them to exercise it is in a supervisory position. But a visionary leader isn't necessarily a "people person"; so they become frustrated, their direct reports aren't getting the management they need to best express their strengths, and far too much time and energy is wasted in trying to re-form the leader into someone he/she isn't instead of capitalizing on what he/she IS.

2. Why it's hard to learn skills/behaviors that don't build on your strengths (I think he gives just enough neurological information to be convincing and not overwhelming). Of course everyone has to learn *some* things that don't come naturally to them; but if someone with leadership qualities has mastered basic social and interpersonal skills, why try to make them into a mother hen when they could be making a greater contribution as a soaring eagle?

3. Many people have trouble with the One Thing he recommends for everyone: Work, they say, is not supposed to be Fun, and you can't blithely blow off the parts you don't like. However:

(a) Using your strengths to their fullest extent is not always "fun." Challenging, inspiring, and offering the greatest potential for success, yes; but often frustrating, and a whole lot of hard work too.
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Format: Hardcover Verified Purchase
Marcus Buckingham is quickly setting himself apart from the current pack of management and leadership gurus out there. He isn't yet in the same league as Peter Drucker or Tom Peters, but he's young and he's headed in their direction.

His latest effort, "The One Thing" joins two instant classics he's already written, "First, Break all the Rules" and "Now, Discover Your Strengths." This book starts with a premise that sounds obvious once you hear it, but that I've never seen used before. Buckingham approaches the complex topics of management, leadership and sustained individual success and asks, "If you wanted to excel in any of these areas, but could focus in on just one single idea, what would be the most important and effective things you could focus on?"

Buckingham then goes on to give you "The One Thing" in each of those areas. His points aren't arrived at frivolously. Buckingham spent years and years working with Gallup, studying and interviewing thousands upon thousands of managers, leaders, and individual contributors, some good and some bad; he knows what separates the wheat from the chaff.

The book is so filled with great insights and "Why didn't I think of that" moments that my copy is all dog-eared and marked up and some of the things I've learned are going into practice as I type this.

Very highly recommended.
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Format: Hardcover Verified Purchase
One thing you need to know about this book is that it is extremely wordy and contains little substance to justify a 280 page book. Mostly, the author writes what are seemingly useless paragraphs to meander from the focal point of the book: just what is the that one "thing" you should know? For example, the author compares three movies, and concludes that one of the movie was annoying because it didn't answer the question of "what is the meaning of life". I didn't find his wanna-be movie critic analysis useful, intriguing, or entertaining.

Let me save you some money by saying that one thing you should know is to understand your and others' strengths and capitalize on that strength by making it even stronger and utilizing it as much as possible. Everyone should focus on the strengths, not weaknesses.
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