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

Product Information

I'd already enjoyed others by Marcus Buckingham, and I knew that one way to connect with someone is to read something they recommend. When I was an engineer, for example, I had to adhere to the code standards, so it made sense that my bosses held me to that. The authors also did a really nice job explaining an alternate view of having to terminate employees.

They polled 80,000 managers at 400 different companies to discover what sets the truly great apart from the rest. The four keys for breaking the rules teach readers that effective managers focus on talent, outcomes, developing strengths, and finding the right fit. Both Apple and Google state that they ensure that only users who have actually downloaded the app can submit a review. Lesson 2: Lead effectively by setting baseline standards and letting your team members decide how they’ll accomplish outcomes.Now we were all told as children that we get the best bang for the buck by improving our weak areas. Our referral links allow us to earn commissions (at no extra cost to you) and keep the site running. Best of all, with vital performance and career lessons for managers at every level, First, Break All the Rules shows you how to apply them to your own situation. First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999), is a self-help book authored by Marcus Buckingham and Curt Coffman, about improving employee satisfaction. The book is a result of observations based on 80,000 interviews with managers [3] as conducted by the Gallup Organization in the last 25 years.

Anyway, this book has me thinking about management in an all new way and I am very interested to see what else it has to offer. This means they aren’t afraid to defy conventional wisdom or standard advice when their team benefits.

The results are outstanding and help to break many conventional ground rules followed by Management across many companies. A point that was continually stressed througout is that people don't leave companies, they leave managers. In the end, the goal is to help employees make the most of the talent that is already there and make sure they are in a job that best uses those talents.

Successful management encourages and helps employees to develop these innate talents and to become even better at what – thanks to their natural inclinations – they’re already good at. At the end of the day, the performance of employees is the primary factor impacting the success of a business, and it is the manager’s job to ensure that performance hits its peak. It's highly addictive to get core insights on personally relevant topics without repetition or triviality.By defining what the end result should be, readers will find that they don't have to waste time trying to control the steps along the way.