Name: First, Break All The Rules
Rating: 4.05 (20 reviews)
ISBN: 9780684852867

Marcus Buckingham

Curt Coffman

Explains how good managers can select, focus, motivate, and develop their employees in order to transform talent into performance

What The Worlds Greatest Managers Do Differently

First, Break All The Rules

Dhrumil Patel

People leave managers, not companies. So much money has been thrown at the challenge of keeping good people— in the form of better pay, better perks, and better training— when, in the end, turnover is mostly a manager issue. If vou have a turnover problem, look first to your managers.

The most important difference between a great manager and a great leader is one of focus. Great managers look inward. They look inside the company, into each individual, into the differences in style, goals, needs, and motivation of each person. Great leaders, by contrast, look outward. They look out at the competition, out at the future, out at alternative routes forward. They must be visionaries, strategic thinkers, activators.

What a company can, and should, do is keep every manager focused on the four core activities of the catalyst role— select a person, set expectations, motivate the person, and develop the person. No matter how many different styles are used, when managers play this role well, the foundations are laid.

• When selecting someone, they select for talent... not simply ex- perience, intelligence, or determination. 

• When setting expectations, they define the right outcomes... not 

• When motivating someone, they focus on strengths...not on 

• When developing someone, they help him find the right fit... not the right steps. weaknesses. simply the next rung on the ladder.

Great managers define a talent as "a recurring pattem of thought, feeling, or behavior that can be productively applied." The emphasis here is on the word "recurring.” Your talents, they say, are the behaviors you find yourself doing often. You have a mental filter that sifts through your world, forcing you to pay attention to some stimuli, while others slip past you, unnoticed.

Your filter is always working. Of all the possibilities of things you could do or feel or think, your filter is constantly telling you the few things you must do or feel or think. Your filter, more than your race, sex, age, or nationality, is You.

Your knowledge is simply “what you are aware of." There are two kinds of knowledge: factual knowledge—things you know; and experiential knowledge—understandings you have picked up along the way.

Simplifying diverse talents in 3 categories 

• Striving talents explain the why of a person. They explain why he gets aut of bed every day, why he is motivated to push and push just that little bit harder. 

• Thinking talents explain the how of a person. They explain how he thinks, how he weighs up alternatives, how he comes to his decisions. Is he a linear, practical thinker, or is he strategic, always playing mental "what if?" games with himself? 

• Relating talents explain the who of a person. They explain whom he trusts, whom he builds relationships with, whom he confronts, and whom he ignores. Is he drawn to win over strangers, or is he at ease only with his close friends? 

Every time you make a rule you take away a choice and choice, with all of its illumninating repercussions, is the fuel for learning.

Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. 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. Gallup presents the remarkable findings of its 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. 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. 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.

What the World's Greatest Managers Do Differently

First, Break All the Rules

Heiki Riesenkampf

Two starts alone for the amazing set of 13 questions to measure employee satisfaction with. There were some other golden nuggets, but they were badly or too shortly explained.

First, Break All The Rules What The Worlds Greatest Managers Do Differently

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