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First, Break All The Rules: What the World's Greatest Managers Do Differently, by Marcus Buckingham
Ebook Free First, Break All The Rules: What the World's Greatest Managers Do Differently, by Marcus Buckingham
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Review
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 FirstThe 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. --David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard
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About the Author
Marcus Buckingham spent seventeen years at the Gallup Organization, where he conducted research into the world's best leaders, managers, and workplaces. The Gallup research later became the basis for the bestselling books First, Break All the Rules: What the World's Best Managers Do Differently (Simon & Schuster) and Now, Discover Your Strengths (Free Press), both coauthored by Buckingham. Buckingham has been the subject of in-depth profiles in The New York Times, Fortune, BusinessWeek and Fast Company. He now has his own company, providing strengths-based consulting, training, and e-learning. In 2007 Buckingham founded TMBC to create strengths-based management training solutions for organizations worldwide, and he spreads the strengths message in keynote addresses to over 250,000 people around the globe each year. He lives in Los Angeles with his wife Jane and children Jackson and Lilia. For more information visit: marcusbuckingham.comMarcus Buckingham spent seventeen years at the Gallup Organization, where he conducted research into the world's best leaders, managers, and workplaces. The Gallup research later became the basis for the bestselling books First, Break All the Rules: What the World's Best Managers Do Differently (Simon & Schuster) and Now, Discover Your Strengths (Free Press), both coauthored by Buckingham. Buckingham has been the subject of in-depth profiles in The New York Times, Fortune, BusinessWeek and Fast Company. He now has his own company, providing strengths-based consulting, training, and e-learning. In 2007 Buckingham founded TMBC to create strengths-based management training solutions for organizations worldwide, and he spreads the strengths message in keynote addresses to over 250,000 people around the globe each year. He lives in Los Angeles with his wife Jane and children Jackson and Lilia. For more information visit: marcusbuckingham.com
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Product details
Hardcover: 368 pages
Publisher: Gallup Press; Har/Psc edition (May 3, 2016)
Language: English
ISBN-10: 1595621113
ISBN-13: 978-1595621115
Product Dimensions:
6 x 1.1 x 9 inches
Shipping Weight: 1.5 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
577 customer reviews
Amazon Best Sellers Rank:
#4,358 in Books (See Top 100 in Books)
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There are a few good common sense ideas in this book. For example: 1.It's hard to change people; 2. Make the most of an employee's talents instead of trying to fix their weaknesses; 3. Don't micro-manage; 4. A good way of doing something is not simply the opposite of a bad way. The authors then contend that these ideas go against conventional wisdom. I don't know what conventional wisdom they are talking about since it agrees with most of mine. But then again I went to an engineering school, not a business school. After presenting these ideas there is not much else in the book except a series of disconnected management anecdotes. Curiously most of these anecdotes are examples of bad management. This is in direct contradiction to idea 4 above, which the authors spent several pages discussing. I think the first example of good management was about halfway through the book when they started to talk about Southwest Airlines. (Actually if someone wants to write a good management book, do a case study on Southwest Airlines.) Also most of the examples deal with restaraunts, hotels, and banks with almost none from a high tech or software business. Finally I think (and this is conventional wisdom again) a good manager must be able to 1.Prioritize; 2.Organize. The authors say nothing of these abilities and obviously know little about them.
"This book, based on twenty years empirical data, you have to love that. After first reading this book in 2006, my reaction was "MAN! This is a validation of what my mentors showed me". I have had some GREAT mentors during my career, both in the military and later, as a civilian. They taught me how to see things outside of conventional wisdom (not merely ignore that wisdom). If I may now offer further review: The following will comprise of my impressions of the Conventional vs. Revolutionary Key Approaches, offered on pages 66 and 67 offered in FIRST BREAK ALL THE RULES (1999) by M. Buckingham and C. Coffman.Conventional Key: "Select a person based on his experience, intelligence, and determination". There is nothing wrong with this statement in of itself. Let's say that there is are two candidates, one external, and one internal for one Engineering Change Order Coordinator position and the enterprise software system being used is Oracle. The external candidate does not have experience with the specified software, however has written thousands of ECOs, as well as cause and effect reports for their department. The other candidate has experience with exact software, however only minimal similar report writing. If the manager chooses the internal candidate due to the software experience, it may work fine in the long run. It can prove to be a better selection tool for the manager to use the Revolutionary Key: "When selecting someone, they select for talent, not simply experience, intelligence, and determination". In this case, the external candidate has a proven talent for working with personnel from multiple departments, in order to complete tasks that come with ECO writing. This individual will may likely have skill sets can perhaps cross over with minimal system training.Conventional Key: "Set expectations by defining the right steps". Creating flowcharts to show the steps needed to complete a set of tasks is a good thing. Using the Revolutionary Key: "When setting expectations, they define the right outcomes, not the right steps", can prove better. Perhaps you still use Visio, but instead you reverse engineer the processes to find your prerequisites. Work the process backward, from your desired outcome, back to the start.Conventional Key: "Motivate the person by helping him identify and overcome weaknesses". This less politically correct method of evaluating an employee, still fits well for some of the workers that reported to me. Their request was for me to "Tell me what I am doing wrong, so I can fix it." Revolutionary Key: "When motivating someone, they focus on strengths not weaknesses". For the most part, this approach has been the norm for myself, and the people that worked for me. The reviews that I wrote were geared more towards professional development in fact. I will not manufacture a weakness in someone, when one is not present! With influence from a previous manager, I began to have group study with the shop, install, and service foremen. Instead of having them read a book, we each studied a chapter a week. Each week, a different person would be assigned the chapter, and would write, and hand out a worksheet with a set of questions a couple days before we met, and then the team would discuss the assignment.Conventional Key: "Develop the person by helping them learn and get promoted. Career path by default? There is a certain quaintness to the "paid your dues"Âpath. So, if the worker is one of the best, AND shows leadership potential, I would still recommend this process Revolutionary Key: When developing someone, they help him find the right fit not simply the next rung on the ladder. Truly a key point. Even if it is the "paid your dues path, finding there right fit, and then developing that individual to be able to handle the new level of responsibility.Talent: "A recurring pattern of thought, feeling, or behavior that can be productively applied." Three recurring patterns that I feel a supervisor should have, are Ethics, Responsibility, And Command. A fairly cut and dry selection for me, as my most important mentors in the military and in business, all have had these talentsFrom the Striving Talents Ethics: A clear understanding of right and wrong, which guides your actions. Perhaps it is not telling your subordinate to lie to a supplier, or customer. Or maybe it is not being willing to have a good-old-boy network where you have your favorite workers stay in your office for extended meetings after lunch or smoke breaks with you, while the other workers are breaking knuckles turning wrenches. It is neither fair to the company, which expects work to be done during the periods that payroll is expected to compensate, nor those busting knuckles.Thank you for this book, Mr. Buckingham and Mr. Coffman."
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