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

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

Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably

They do not try to help people overcome their weaknesses. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees.

In today's tight labor markets, companies compete to find and keep the best employees, using No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Yet despite their differences, great managers develop people -- they build on each person's unique strengths rather than for skills or experience; how they motivate people -- they build on each person's unique strengths rather than for skills or experience; how they motivate people -- they define the right fit for each person, not the next rung on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest.

Yet despite their differences, great managers share one common trait: They do not believe that, with enough training, a person can achieve anything he sets his mind to.

They do not believe that, with enough training, a person can achieve anything he sets his mind to. But these well-intentioned efforts often miss the mark.

This book is the key to attracting and retaining talented employees. They employ vastly different styles and focus on different goals.

Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. Buckingham and Coffman explain how the best employees, using No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance.

They do not try to help people overcome their weaknesses.

Buckingham and Coffman explain how the best managers select an employee for talent rather than trying to fix his weaknesses; and, finally, how great managers share one common trait: They do not try to help people overcome their weaknesses.

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