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Product Identifiers
PublisherSimon & Schuster
ISBN-100684852861
ISBN-139780684852867
eBay Product ID (ePID)886796
Product Key Features
Book TitleFirst, Break All the Rules : What the World's Greatest Managers Do Differently
Number of Pages272 Pages
LanguageEnglish
Publication Year1999
TopicLeadership, Labor & Industrial Relations, Skills, Motivational, General, Management, Industrial & Organizational Psychology
GenrePolitical Science, Business & Economics, Psychology
AuthorMarcus Buckingham, Curt Coffman
FormatHardcover
Dimensions
Item Height1 in
Item Weight15.9 Oz
Item Length9.2 in
Item Width6.1 in
Additional Product Features
Intended AudienceTrade
LCCN99-019452
Dewey Edition21
Reviews"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."- Marilyn Carlson Nelson President and CEO, Carlson Companies, "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."e" Bradbury H. Anderson President and COO, Best Buy, Bradbury H. AndersonPresident and COO, Best BuyThis book challenges basic beliefs of great management with powerful evidence and a compelling argument.First, Break All the Rulesis essential reading., "Finally, something definitive about what makes for a great workplace."e" Harriet Johnson Brackey Miami Herald, Michael W. MorrisonDean, University of ToyotaThis is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader., "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization." Bernie Marcus former Chairman and CEO, Home Depot, Kevin Cuthbert Vice President, Human Resources, Swissôtel First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit., "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."- Bernie Marcus former Chairman and CEO, Home Depot, "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."- Bradbury H. Anderson President and COO, Best Buy, "Finally, something definitive about what makes for a great workplace."- Harriet Johnson Brackey Miami Herald, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."e" Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, "As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."e" Marilyn Carlson Nelson President and CEO, Carlson Companies, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how." David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read." Jeffrey Pfeffer, Stanford Business School Professor and author of The Human Equation: Building Profits by Putting People First, Bernie Marcus former Chairman and CEO, Home Depot Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization., "This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading." Bradbury H. Anderson President and COO, Best Buy, " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit." Kevin Cuthbert Vice President, Human Resources, Swisstel, "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader." Michael W. Morrison Dean, University of Toyota, "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."e" Michael W. Morrison Dean, University of Toyota, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."e" David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, Harriet Johnson Brackey Miami Herald Finally, something definitive about what makes for a great workplace., Harriet Johnson BrackeyMiami HeraldFinally, something definitive about what makes for a great workplace., "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."- Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, "This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."- Michael W. Morrison Dean, University of Toyota, " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."- Kevin Cuthbert Vice President, Human Resources, Swissôtel, Kevin CuthbertVice President, Human Resources, SwissôtelFirst, Break All the Rulesis nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit., "As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future." Marilyn Carlson Nelson President and CEO, Carlson Companies, Bradbury H. AndersonPresident and COO, Best BuyThis book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit." Kevin Cuthbert Vice President, Human Resources, Swissôtel, "The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."- David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard, David P. NortonPresident, The Balanced Scorecard Collaborative, Inc.; coauthor ofThe Balanced ScorecardThe rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them.First, Break All the Rulesshows us how., Marilyn Carlson NelsonPresident and CEO, Carlson CompaniesAs the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future., "Finally, something definitive about what makes for a great workplace." Harriet Johnson Brackey Miami Herald, Michael W. Morrison Dean, University of Toyota This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."- Kevin Cuthbert Vice President, Human Resources, Swisstel, "Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read." Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First, Bernie Marcusformer Chairman and CEO, Home DepotWithin the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role ofpeoplein the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization., Michael W. MorrisonDean, University of ToyotaThis is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers.First, Break All the Rulesis a critical resource for every front-line supervisor, middle manager, and institutional leader., "Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."e" Bernie Marcus former Chairman and CEO, Home Depot, David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how., " First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."e" Kevin Cuthbert Vice President, Human Resources, Swisstel
Dewey Decimal658.4
Table Of ContentContents Introduction: Breaking All the Rules Chapter 1: The Measuring Stick A Disaster Off the Scilly Isles "What do we know to be important but are unable to measure?" The Measuring Stick "How can you measure human capital?" Putting the Twelve to the Test "Does the measuring stick link to business outcomes?" A Case in Point "What do these discoveries mean for one particular company?" Mountain Climbing "Why is there an order to the twelve questions?" Chapter 2: The Wisdom of Great Managers Words from the Wise "Whom did Gallup interview?" What Great Managers Know "What is the revolutionary insight shared by all great managers?" What Great Managers Do "What are the four basic roles of a great manager?" The Four Keys "How do great managers play these roles?" Chapter 3: The First Key: Select for Talent Talent: How Great Managers Define It "Why does every role, performed at excellence, require talent?" The Right Stuff "Why is talent more important than experience, brainpower, and willpower?" The Decade of the Brain "How much of a person can the manager change?" Skills, Knowledge, and Talents "What is the difference among the three?" The World According to Talent "Which myths can we now dispel?" Talent: How Great Managers Find It "Why are great managers so good at selecting for talent?" A Word from the Coach "John Wooden, on the importance of talent." Chapter 4: The Second Key: Define the Right Outcomes Managing by Remote Control "Why is it so hard to manage people well?" Temptations "Why do so many managers try to control their people?" Rules of Thumb "When and how do great managers rely on steps?" What Do You Get Paid to Do? "How do you know if the outcomes are right?" Chapter 5: The Third Key: Focus on Strengths Let Them Become More of Who They Already Are "How do great managers release each person''s potential?" Tales of Transformation "Why is it so tempting to try to fix people?" Casting Is Everything "How do great managers cultivate excellent performance so consistently?" Manage by Exception "Why do great managers break the Golden Rule?" Spend the Most Time with Your Best People "Why do great managers play favorites?" How to Manage Around a Weakness "How do great managers turn a harmful weakness into an irrelevant nontalent?" Chapter 6: The Fourth Key: Find the Right Fit The Blind, Breathless Climb "What''s wrong with the old career path?" One Rung Doesn''t Necessarily Lead to Another "Why do we keep promoting people to their level of incompetence?" Create Heroes in Every Role "How to solve the shortage of respect." Three Stories and a New Career "What is the force driving the New Career?" The Art of Tough Love "How do great managers terminate someone and still keep the relationship intact?" Chapter 7: Turning the Keys: A Practical Guide The Art of Interviewing for Talent "Which are the right questions to ask?" Performance Management "How do great managers turn the last three Keys every day, with every employee?" Keys of Your Own "Can an employee turn these Keys?" Master Keys "What can the company do to create a friendly climate for great managers?" Gathering Force Appendices: APPENDIX A: The Gallup Path to Business Performance "What is the path to sustained increase in shareholder value?" APPENDIX B: What the Great Managers Said "What did great managers say to the three questions quoted in chapter 2?" APPENDIX C: A Selection of Talents "Which talents are found most frequently across all roles?" APPENDIX D: Finding the Twelve Questions "How did Gallup find the twelve questions?" APPENDIX E: The Meta-analysis "What are the details of the meta-analysis?" Acknowledgments
SynopsisIn "First, Break All the Rules," Gallup presents the remarkable findings of its massive in-depth study of great managers those who excelled at turning each employee s talent into performance. The world s greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don t believe that, with enough training, a person can achieve anything he sets his mind to. They don t try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites. 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. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. Gallup s research based on 80,000 managers in 400 companies produced twelve simple questions that distinguish the strongest departments of a company from the rest. "First, Break All the Rules" introduces this essential measuring stick and proves the link between employee opinions and productivity, profit, customer satisfaction, and rate of turnover.", In First, Break All the Rules , Gallup presents the remarkable findings of its massive in-depth study of great managers-those who excelled at turning each employee's talent into performance. The world's greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don't believe that, with enough training, a person can achieve anything he sets his mind to. They don't try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites. 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. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. Gallup's research-based on 80,000 managers in 400 companies-produced twelve simple questions that distinguish the strongest departments of a company from the rest. First, Break All the Rules introduces this essential measuring stick and proves the link between employee opinions and productivity, profit, customer satisfaction, and rate of turnover., 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 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. 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 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.
LC Classification NumberHD38.2.B83 1999
Bewertungen und Rezensionen
Relevanteste Rezensionen
- 01. Aug. 2018
No comment
The book gets you to think outside the box. How to be an effective leader and manager through leveraging and recognizing your strengths in yourself and team. Less focus on trying to train or change and more focus on the individual given attributes.Bestätigter Kauf: JaArtikelzustand: Gebraucht
- 06. Mai. 2024
Good price on a wonderful management book. I recommend heartily to others in supervision/management roles.
Good price on a wonderful management book. I recommend heartily to others in supervision/management roles.Bestätigter Kauf: JaArtikelzustand: Gebraucht
- 16. Jul. 2019
Great Management Book
Great.Bestätigter Kauf: JaArtikelzustand: Gebraucht
- 02. Mär. 2016
looks like a new book, condition is better than expected
Bestätigter Kauf: JaArtikelzustand: Gebraucht
- 27. Jul. 2017
thankyou
Bestätigter Kauf: JaArtikelzustand: Gebraucht
- 29. Mai. 2024
Perfect. THX!
Perfect. THX!Bestätigter Kauf: JaArtikelzustand: Neu
- 08. Jan. 2017
Great book & gift
Great book with hard truths for managers.Bestätigter Kauf: JaArtikelzustand: Neu
