|
|
Whistle Stopper - First, Break All the Rules: What the World's Greatest Managers Do Differently
|
List Price: $30.00
Our Price: $9.69
Your Save: $ 20.31 ( 68% )
Availability: Usually ships in 24 hours
Manufacturer: Simon & Schuster
|
Average Customer Rating:  
|
|
Binding: Hardcover
Dewey Decimal Number: 658.409
EAN: 9780684852867
ISBN: 0684852861
Label: Simon & Schuster
Manufacturer: Simon & Schuster
Number Of Items: 1
Number Of Pages: 255
Publication Date: 1999-05-05
Publisher: Simon & Schuster
Studio: Simon & Schuster
|
|
|
|
|
|
Spotlight customer reviews:
|
Customer Rating:
Summary: Best book ever about leadership!
Comment: Of all the books I've read about leadership, this is the one that gave me the most. I've been able to use the information in this book every single day and guess what? It really works. If you're interested in management and leadership, start here!
Customer Rating:
Summary: First Break All The Rules
Comment: Very interesting perspective on how top managers operate. Plants seeds of change and presents how why what has been done in the past and currently practiced may have not been effective and ultimately successful as we have all been told it would be. Highly recommended reading for those wanting tho think out of the box.
Customer Rating: 
Summary: Good but long winded
Comment: Nutshell review - a good book with good insights and advice but, as is the norm for this type of book, filled lots of case studies as page fller.
Customer Rating:
Summary: More Profound than its Title Suggests
Comment: You can't take the title seriously (some Amazon reviewers do). The book is about what Gallup has found makes effective managers of people during its research for various clients over 10+ years. The central theme is that everyone has strengths and weaknesses. Nothing new there. What is new, is their research that shows (a) an individual's strengths are real workforce multipliers, (b) effort spent to develop strengths really pays off, while (c) effort spend to "fix" weaknesses at best will result in mediocrity and is thus wasted effort. Ergo, a company which focuses on improving what its employees do well will (financially) outperform a company that spends its efforts on "fixing" its employees flaws.
Unlike other top 10 business books, it tells you how to accomplish creating a company built on employee strengths. I really liked the chapter devoted to interviewing for finding a prospective employees strengths. Very pragmatic. Be warned - after reading it you will likely be even more disappointed with your own management than you could have thought possible.
The book provides a code which you can use to go to Gallup's site and take the Strength's Finder survey. I highly recommend you do this ASAP, before reading the book, and before reading too many reviews. I suggest this because I found I could infer what some questions were testing, and that had to have influenced my answers.
Obviously the target audience is the manager. The follow-on book "Now, Discover Your Strengths" fills in some gaps. For this reason I generally recommend reading the follow-on book first if you have the time to read both books.
Customer Rating:
Summary: Who you work for is more important than which company you work for
Comment: I'd recommend First, Break All the Rules: What the World's Greatest Managers Do Differently to all new managers - well, to all managers for that matter. The first point the book makes is that who you work for is more important than the company you work for, your job description or even your paycheck. I agree, 100%. "We have said that an employee may join a company because of its prestige and reputation, but that his relationship with his immediate manager determines how long he stays and how productive he is while he is there. We have said that the manager is the critical player in turning each employee's talent into performance. We have said that managers trump companies."
The next main point they make is that everyone is different and you should spend your time finding the perfect role for them and the perfect way for them to accomplish their goals. Don't waste your time trying to improve your employees' weaknesses. Get them the skills they need or find them the resources or partnerships they need, and put them in the right roles - where their talents and drives match the job they have. They break talents and skills into skills, knowledge and talents. The first two are teachable but "talents" are inherent. I saw their talents more as drivers. A talent was more than just what you are good at but what motivates you do what you do well.
The authors define 12 questions that measure the key things needed to attract and keep good employees:
What do I get?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
What do I give?
1. At work, do I have the opportunity to do what I do best every day?
2. In the last seven days, have I received recognition or praise for doing good work?
3. Does my supervisor, or someone at work, seem to care about me as a person?
4. Is there someone at work who encourages my development?
Do I belong here?
1. At work, do my opinions seem to count?
2. Does the mission/purpose of my company make me feel my job is important?
3. Are my co-workers committed to doing quality work?
4. Do I have a best friend at work?
How can we all grow?
1. In the last six months, has someone at work talked to me about my progress?
2. This last year have I had opportunities at work to learn and grow?
According to the authors, managers should spend their time making sure the first two sets of questions are answered: "what do I get?" and "what do I give?" They also point out that most organizations aren't set up to treat people like individuals (in the sense that we all have different talents) - instead they try to get everyone to do a job well in the same way - nor to reward people in their current role without promoting them out. They offer suggestions for how managers can work within existing company policies. They also provide a section on what to do if your manager is still working on becoming a perfect manager - a section how to manager yourself and help your manager work best with you.
First, Break All the Rules: What the World's Greatest Managers Do Differently is well worth reading for anyone who is a manager, aspiring to be a manager or frustrated with their current manager.
|
|
|
Editorial Reviews:
|
|
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 Organization 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. Quoting leaders such as basketball coach Phil Jackson, 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 organized, this book tells you exactly how to improve as a supervisor. --Dan Ring
|
|
|
|
|
|
|
|
|
