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22nd out of 237 books
—
394 voters
First, Break All the Rules: What the World's Greatest Managers Do Differently
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 p...more
Hardcover, 272 pages
Published
May 5th 1999
by Simon & Schuster
(first published 1999)
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This book had some sound advice as it focused on the four key principles all great managers know and practice: 1) select for talent, 2) define the right outcomes, 3) focus on strengths, and 4) encourage employees to find the right fit. It's worth a read, but I feel like I have to have a degree in psychology (or psychiatry for that matter) to be a great manager. Nonetheless, time will tell!
Yesterday, I had a conversation with my best friend. she told me that her new principal (she's a 5th grade teacher) enrolled her in a number of training sessions. I immediately asked, "Why would she do that? She doesn't even know you yet!" My friend was slightly shocked, I think, because we have been conditioned to believe, as employees, that investment in YOU means that someone cares or thinks you're pretty hot stuff. After reading the first third of FBATR, I feel as though managers do too much...more
May 07, 2012
Viet Hung Nguyen
rated it
5 of 5 stars
Recommends it for:
everyone who does people development (developing him/herself as well as others)
The findings in this book would surprise many of us, who do self-development or others-development everyday. It would give you an effective framework in recruiting the right ones, setting the right goals, focusing on the strengths, and assigning the right roles to the subordinates. That'll help to bring the best out of them. What would surprise you is that you'll find many myths that you used to think it is right, but it is not from the findings of Gallup.
Sep 15, 2008
Jenni
rated it
5 of 5 stars
Recommends it for:
Just about everyone
Recommended to Jenni by:
Sean Jacobs
Shelves:
recommended
Wow -- this book is fantastic!
My favorite thing about this book is that it is researched-based. Gallup did extensive surveys of the most successful managers across mutiple disciplines. So, it's not just another book written from the perspective of one person who had success -- it's the culmination of commonalities of success across fields. Brilliant! The result is a modern, logical way to manage staff.
This book put into words what I could not. I am utilizing the managerial philosophy described...more
My favorite thing about this book is that it is researched-based. Gallup did extensive surveys of the most successful managers across mutiple disciplines. So, it's not just another book written from the perspective of one person who had success -- it's the culmination of commonalities of success across fields. Brilliant! The result is a modern, logical way to manage staff.
This book put into words what I could not. I am utilizing the managerial philosophy described...more
Buku yang membuatku suka dengan employee engagement. Sebuah aplikasi paikologi positif di dunia kerja. Wajib buat setiap calon atasan atau atasan
When you have an author write a series of books that give advice, it is almost unavoidable to hear lines approximating the statement, "As I discussed more thoroughly in my book X regarding Y, ...." We're already reading your book. If we're not impressed enough by it to go and read it after we've finished reading all of your profound, knowledgeable advice on said topic, your pathetic attempts to plug your other book only serve to irritate. Buckingham has put out at least 4 business books I'm awar...more
I've approached this book from different points of view and, by extension, different needs:
1. as a program manager of a management learning program (2004 - 2007):
to find out if the book is suitable as a thought-provoking gift to a group of new managers who have
just completed their management development program.
2. as a management consultant (2007 - 2011):
to learn the words and pictures used to describe talent, superstar performers, expectations and the
different behaviors.
3. as a manager (...more
1. as a program manager of a management learning program (2004 - 2007):
to find out if the book is suitable as a thought-provoking gift to a group of new managers who have
just completed their management development program.
2. as a management consultant (2007 - 2011):
to learn the words and pictures used to describe talent, superstar performers, expectations and the
different behaviors.
3. as a manager (...more
This book discusses what any good manager needs to understand about his/her job. The key message was not to do X, Y, and/or Z to be successful. That is a douchey way of writing a book, and there are tons of books out there that do this. "To be a good manager, tell your employees to scratch your back" would be a douchey book quote. Rather, this relied on Gallup's statistics of high performance teams, and formed general yes/no poll questions that employees with good managers are able to answer aff...more
A group of managers from our company read this as a book club. Lots of discussion ensued as we devoted up to 90 minutes per chapter.
There was a lot of great material to make you think.
Buckingham does a hierarchy of employee needs based on 12 questions. I'll paraphrase some "Do you know what is expected of you? "Do you have the tools to do your job right?" "Have you been praised for your performance in that past 7 days?" Like Maslow's hierarchy, basic needs have to be satisfied before satisfying...more
There was a lot of great material to make you think.
Buckingham does a hierarchy of employee needs based on 12 questions. I'll paraphrase some "Do you know what is expected of you? "Do you have the tools to do your job right?" "Have you been praised for your performance in that past 7 days?" Like Maslow's hierarchy, basic needs have to be satisfied before satisfying...more
This is about the best book I've ever read on management. There are no formulas, no one size fits all, no training schedule, just real world experience. I have believed for a long time that most management training was geared toward personal skills and thought patterns that cannot be taught. You can teach trade skills, but not people skills.
We've bought into the philosophy that anyone can do or be anything they desire with the right training and self determination. That's crap. We each have our...more
We've bought into the philosophy that anyone can do or be anything they desire with the right training and self determination. That's crap. We each have our...more
This book is a complete waste of time.
Let's begin with the rather unfortunate title: First, Break All the Rules. It's too bad that the book didn't actually outline those rules we're supposed to break. Now I'm wondering whether it's okay to show up to work in track pants. (Hey, it's a rule!) Also, doesn't the title imply that successful managers should also break the rules set forth in this book?
Speaking of rules, they aren't any better than the misguided title. Select for talent? Define correct...more
Let's begin with the rather unfortunate title: First, Break All the Rules. It's too bad that the book didn't actually outline those rules we're supposed to break. Now I'm wondering whether it's okay to show up to work in track pants. (Hey, it's a rule!) Also, doesn't the title imply that successful managers should also break the rules set forth in this book?
Speaking of rules, they aren't any better than the misguided title. Select for talent? Define correct...more
This is a great management book from the folks at Gallup.
First Break All the Rules begins with a measuring stick: 12 questions that seek to measure the strength of the workplace and are linked to retention, business outcomes, and securing a strong and productive workplace. These questions range from things like, “Do I know what is expected of me at work?” to “In the last six months, has someone at work talked to me about my progress?”
Buckingham and Coffman also identify two keys to success that...more
First Break All the Rules begins with a measuring stick: 12 questions that seek to measure the strength of the workplace and are linked to retention, business outcomes, and securing a strong and productive workplace. These questions range from things like, “Do I know what is expected of me at work?” to “In the last six months, has someone at work talked to me about my progress?”
Buckingham and Coffman also identify two keys to success that...more
This past week I took some manager-y classes at work. One of the books we were supposed to read was First, Break All the Rules. I got a lot out of it and so I thought I'd review it. Here's what it's all about:
Keeping employees engaged is (or should be) very important for businesses, but a lot of companies don't do it well. Gallup did a bunch of studies and came up with a set of 12 questions that correlated positively with having engaged employees. They are:
1) Do I know what is expected of me at...more
Keeping employees engaged is (or should be) very important for businesses, but a lot of companies don't do it well. Gallup did a bunch of studies and came up with a set of 12 questions that correlated positively with having engaged employees. They are:
1) Do I know what is expected of me at...more
I've just finished reading Marcus Buckingham's book First, Break All the Rules: What the World's Greatest Managers Do Differently recently, and enjoyed it immensely.
I generally like books that go against conventional wisdom, and this book is quite different than the other management books I've read in the years.
For example, the "break all the rules" in the title were touched upon at the introduction section, and I quote directly from the book:
"The greatest managers in the world do not have mu...more
I generally like books that go against conventional wisdom, and this book is quite different than the other management books I've read in the years.
For example, the "break all the rules" in the title were touched upon at the introduction section, and I quote directly from the book:
"The greatest managers in the world do not have mu...more
This review has been hidden because it contains spoilers. To view it,
click here.
Jan 30, 2012
Eva
added it
Some notes:
People don't change.
Value talent, not experience.
Value outcome, not steps.
Cast people for fit, not the rung on the ladder.
Focus on strengths, not weaknesses.
Happiness at work:
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?
3. At work, do I have the opportunity to do what I do best every day?
4. In the past seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to...more
People don't change.
Value talent, not experience.
Value outcome, not steps.
Cast people for fit, not the rung on the ladder.
Focus on strengths, not weaknesses.
Happiness at work:
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?
3. At work, do I have the opportunity to do what I do best every day?
4. In the past seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to...more
As another research-based business book, this one presented a great point-of-view on managing people. While it does seem that Buckingham departed from his research slightly from time to time, the message still rings true. I would recommend that all managers consider the idea that people are all different, and therefore should be managed differently, not the same.
While I like the main message of this book, I will say that the delivery was somewhat lacking. The content was good, but it just isn't...more
While I like the main message of this book, I will say that the delivery was somewhat lacking. The content was good, but it just isn't...more
This review has been hidden because it contains spoilers. To view it,
click here.
This book was recommended to me by one of my colleagues. I usually don't read management or self help books as I find them boring but this one read like a novel and I could relate to several instances and situations which I face everyday in corporate world.
Probably the best management book written so far. Its based on market research conducted by Gallup over a span of many years.
The results are outstanding and help to break many conventional ground rules followed by Management across many compan...more
Probably the best management book written so far. Its based on market research conducted by Gallup over a span of many years.
The results are outstanding and help to break many conventional ground rules followed by Management across many compan...more
If you had told me 2 weeks ago that I would read a management book and find it interesting I would have laughed in your face. But this book actually manages to be very interesting, informative, and helpful. I know. I'm as shocked as you.
The main sticking places for me are that 1) it is very much from the 90s, talking about the economy as if it is a worker's economy when these days it is clear that we live instead in a corporation's wet dream. 2) The capitalism of the book. I found it ironic tha...more
The main sticking places for me are that 1) it is very much from the 90s, talking about the economy as if it is a worker's economy when these days it is clear that we live instead in a corporation's wet dream. 2) The capitalism of the book. I found it ironic tha...more
It had a couple really great bits. The 12 Questions that are answered affirmatively by great employees was very insightful. But it based much of its management keys on choosing the right people who have the right repetitive thought patterns. They called these repetitive thought patterns "talents", which was very awkward because the word is so loaded with other connotations already. I think they should have stuck with "patterns", or even "thought patterns".
They gave lip service to a chapter call...more
They gave lip service to a chapter call...more
This review has been hidden because it contains spoilers. To view it,
click here.
The best managers are those that build a work environment where the employees answer positively to these 12 Questions:
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?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encoura...more
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?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encoura...more
Toss Those Conventional Rules in The Trash Heap
Buckingham & Coffman, using reams of data & scores of interviews with identified "successful managers" paint a very different picture of what a great manager looks like. As an individual who has been in managing positions for over 30 years I felt like I was reading about what I already knew. Should you treat employees differently? Of course. Are all aspects of management equally important? Poppycock! As a manager, who should you spend more t...more
Buckingham & Coffman, using reams of data & scores of interviews with identified "successful managers" paint a very different picture of what a great manager looks like. As an individual who has been in managing positions for over 30 years I felt like I was reading about what I already knew. Should you treat employees differently? Of course. Are all aspects of management equally important? Poppycock! As a manager, who should you spend more t...more
Really a 2.5. So the premes of the book is people don't change so great managers simply find the natural tallents of each person and treat them individually. It's kind of a depressing reality but at the same time it makes a ton of sense. The authors use the data gathered from thousands of interviews in a wide range of industies and company sizes. They use a lot of stories along the lines of sales person does awesome at sales, gets promoted to manager, hates it because the managing isn't part of...more
One of the best books I have read on the practice of management, if not the best. For me, the Buckingham and Coffman provided significant new insights on what high-performing managers focus on with respect to selecting the right people, setting expectations and motivating and developing people. Within that framework they discuss best practices that are both practical and adaptable to one's own personal relationship style.
The book has reinforced some areas of my management approach and helped me...more
The book has reinforced some areas of my management approach and helped me...more
All about managing people.
It would seem that the way to be a successful manager is to find successful people to manage :-)
It would seem that the way to be a successful manager is to find successful people to manage :-)
I love this book - so much that I joined Gallup, inspired by the learnings included. Gallup uses a research-based approach to employee engagement that is counter-intuitive - but certainly works!
Gallup uses 12 questions to understand employee engagement, then shows how the world's best managers do not follow your typical approach, such as working on weaknesses. Instead, they bring out the best of people, using the philosophy of "Don't try to add to what wasn't put in. Instead, focus on pulling ou...more
Gallup uses 12 questions to understand employee engagement, then shows how the world's best managers do not follow your typical approach, such as working on weaknesses. Instead, they bring out the best of people, using the philosophy of "Don't try to add to what wasn't put in. Instead, focus on pulling ou...more
As an employer, the focus should be on using the talents that your employees already possess - rather than on improving upon their weakness. If it is a weakness, make it a non-issue, but don't try to turn their weaknesses into strengths. Take their strengths and use them, focus on them, improve on them. In those areas where they are not as strong, fit them with someone who is strong in those areas and build a team rather than create the perfect employer. If a person just doesn't fit in the role...more
This book was suggested to me by Jim Smith, The Executive Happiness Coach, and since he found so much useful information in it, I knew I would too - and I did. It really helps business people to think outside the box, get creative and have a lot more fun at work.
This book is one of the books on the recommended reading list of my book, The Upside of Down Times: Discovering the Power of Gratitude which can be found here: http://amzn.to/NjNs06
This book is one of the books on the recommended reading list of my book, The Upside of Down Times: Discovering the Power of Gratitude which can be found here: http://amzn.to/NjNs06
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In a world where efficiency and competency rule the workplace, where do personal strengths fit in?
It's a complex question, one that intrigued Cambridge-educated Marcus Buckingham so greatly, he set out to answer it by challenging years of social theory and utilizing his nearly two decades of research experience as a Sr. Researcher at Gallup Organization to break through the preconceptions about a...more
More about Marcus Buckingham...
It's a complex question, one that intrigued Cambridge-educated Marcus Buckingham so greatly, he set out to answer it by challenging years of social theory and utilizing his nearly two decades of research experience as a Sr. Researcher at Gallup Organization to break through the preconceptions about a...more
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“Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.”
—
12 people liked it
“...every time you make a rule you take away a choice and choice, with all of its illuminating repercussions, is the fuel for learning.”
—
3 people liked it
More quotes…
Apr 14, 2012 09:29am