First, Break All the Rules : What the World's Greatest Managers Do Differently

Buckingham, Marcus; Coffman, Curt

ISBN 10: 0684861399 / ISBN 13: 9780684861395

Published by Simon & Schuster, 1999

About this Item

8vo - over 7¾" - 9¾" tall.

Seller Inventory # 102281

Bibliographic Details

• Title: First, Break All the Rules : What the World's Greatest Managers Do Differently
• Publisher: Simon & Schuster
• Publication Date: 1999
• Language: English
• ISBN 10: 0684861399
• ISBN 13: 9780684861395
• Binding: Hard Cover
• Edition: First Edition
• Condition: Very Good
• Dust Jacket Condition: Very Good

About this title

Synopsis

Great managers do not help people overcome their weaknesses. They do not believe that each person has unlimited potential. They do play favourites and they break the "Golden Rule" book everyday. In this text company managers reveal revolutionary insights about successful managerial behaviour.

Review

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 Organisation 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. 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 organised, this book tells you exactly how to improve as a supervisor. --Dan Ring