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

I wish I could remember how I first came to hear of this book. I would love to thank the person or journalist who recommended it. My paperback copy, now around two years old, is covered in highlighter pen, plastered in post-it notes and is referred to again and again. My boss bought copies for everyone in our office on my recommendation and I've recommended it to dozens of managers that I've worked with and coached. It just makes sense. First there's Gallup's research pedigree (in this case more than a million interviews over twenty five years), then there's the concept: if you want to know how the world's greatest managers get exceptional performance from their people, don't ask the managers - ask the people. From all this research, Gallup have distilled the essence of great management (arguably, great leadership) into 12 questions. If your employees can answer positively to all 12 questions, then you will have built a great place to work and will undoubtedly have highly motivated, highly productive people. What makes this such a great book (in addition to the above) is the writing style. It's not dry research findings, it's fascinating snippets of conversations, analogies, humour and a compelling argument. This turns conventional management wisdom on its head in a very refreshing way. It also says 'there's no standard for Great Manager that you have to try to be. Anyone can do it if they get these fundamental building blocks in place' (the 12 questions). If you buy this book, I would also highly recommend the follow up 'Now, Discover Your Strengths' to gain further insights into how you can tap more of your own potential and more of those around you at work. If you manage people, or aspire to, you must read 'First, break All The Rules'. As a result, you will understand that if you have any performance problems amongst your people it's not them - it's the environment you've created that they work within. In some cases that will mean redeploying them (possibly outside your organisation). However, in most cases, this book will show you how, with a little fine tuning, you can turn a mediocre performer into a superstar. Buy this book. Improve your managerial performance.

If you're a great manager, read this book and be affirmed you're doing the right thing. You will still learn something new as well most of the managers who read this book, because managing people effectively is hard and requires immense skill and personal qualities. This incredibly readable, fascinating and entertaining book will give you the tools and ideas you need to be a better manager and become more effective in your business.

read this 4.5 years ago ish, like the way describes the break down of competance skills knowledge ablity how came from officer. The book if rember correctly refers to its self being different from the other managment books is evidence based using gallap data. Did if rember correct remeber thinking not over rigoursly data. the claimed discintion being thus that to an extent.

This is a very useful book for all managers. I first received it along with all senior managers at Marriott hotels and regularly buy a copy for colleagues who I think would benefit. I ask them to pass it on once they’re finished with it.

I recently undertook a course about managing performance and the trainer recommended this book and it is one of the best business books I have ever read.The chapters were well written and I finished it in no time, I couldn't put it down. The 12 questions which we were introduced to and continually referred to in the book were like an epiphany, some very basic but as someone who works with people I wasn't sure how to answer them myself, it was very powerful. Its a pretty cheap book but its a great place to start for those new to management.

The book explains the outcome of research across many industries and roles on how best to hire, motivate and develop employees. There are some good ideas, knowledge and techniques. Overall, I found the conclusions outdated and not ground breaking, certainly nothing to live up to the title "break all the rules". All the principles proposed as common knowledge and part of most training courses or reading material in this subject. The book may have been revolutionary in the past but not now. I also found the content could have been condensed into a shorter book and still convey as much information.

I bought the book based on a recommendation from a person I trust, and I haven't read it yet. So, this review isn't about the book, but about the purchase experience and product delivery. Both were flawless, one can't ask for more.

So far I have red dozens of books dealing with managing people, but this one is clearly the best one. As a reference, the Author condensed 20 years of research into it, so it's not some one-time-wonder. Well and interestingly written he explains why conventional knowledge about management is wtong and how you should approach managing people to make them excelling in their roles, being happy and performing excellently. I implemented only some of things so far and results are visible.

Interessante punto di visto sulle relazioni umane in azienda

Excellent ouvrage, une mine d'or pour la sagesse manageriale, basée sur des faits et très utile

Great book with examples, questionnaires & Frameworks!

A different, practícal and very interesting point of view about dealing with people's talent at work and team building! Great!

"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 talents From 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."