First, Break All the Rules

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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.
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their 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... Tovább

Fülszöveg

U.S. $30.00 Can. $41.00

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.
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their 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 GaUup'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 frontline 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. Buckingham and Coffman 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
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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.
MARCUS BUCKINGHAM is the
leader of The Gallup Organization's twenty-year effort to identify the core characteristics of great managers and great workplaces. He is also a senior lecturer in Gallup's Leadership Institute.



CURT COFFMAN is the global practice leader for The Gallup Organization's Workplace Management Practice. He consults regularly on the development of productive, customer-oriented workplaces.
For more than sixty years, The Gallup Organization has been a world leader in the measurement and analysis of human attitudes, opinions, and behavior. Although the company is best known for The Gallup Poll, most of Gallup's work is in providing measurement, consulting, and education to many of the world's largest companies. Gallup's clients include Audi, BankAmerica, Best Buy, Blockbuster, Carlson, Citigroup, Delta Air Lines, Fidelity, Marriott, Searle, Sears, Swissotel, and Toyota.
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To keep abreast of Gallup's latest research into great managers and workplaces, visit www.gallupjoumal.com
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