First, Break All The Rules

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		First, Break All The Rules
		First, Break All The Rules

基本信息·出版社：Simon & Schuster Ltd
·页码：320 页
·出版日期：2005年06月
·ISBN：1416502661
·条形码：9781416502661
·版本：2005-06-20
·装帧：平装
·开本：32开 Pages Per Sheet
·外文书名：首先打破所有规则

内容简介 Book Description
Great managers do not help people overcome their weaknesses. They do not believe that each person has unlimited potential. They do play favourites and they break the 'Golden Rule' book everyday. This amazing book explains why great managers break all the rules of conventional wisdom. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great, front-line managers will suffer. Great managers are the heroes of this book. Vivid examples show how, as they select, focus, motivate and develop people, great managers turn talent into performance. Finally, the authors have distilled the essence of good management practice into twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.

Amazon.com
Marcus Buckingham and Curt Coffman expose the fallacies of standard management thinking in First, Break All the Rules: What the World's Greatest Managers Do Differently. In seven chapters, the two consultants for the Gallup Organization debunk some dearly held notions about management, such as "treat people as you like to be treated"; "people are capable of almost anything"; and "a manager's role is diminishing in today's economy." "Great managers are revolutionaries," the authors write. "This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place."
The authors have culled their observations from more than 80,000 interviews conducted by Gallup during the past 25 years. Quoting leaders such as basketball coach Phil Jackson, Buckingham and Coffman outline "four keys" to becoming an excellent manager: Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent--not just knowledge and skills. First, Break All the Rules offers specific techniques for helping people perform better on the job. For instance, the authors show ways to structure a trial period for a new worker and how to create a pay plan that rewards people for their expertise instead of how fast they climb the company ladder. "The point is to focus people toward performance," they write. "The manager is, and should be, totally responsible for this." Written in plain English and well organized, this book tells you exactly how to improve as a supervisor.
　　　　　　　　　　　　　　　　　　　　　　　　　　　--Dan Ring
From Booklist
The authors, both management consultants for the Gallup Organization, use the company's study of 80,000 managers in 400 companies to reach the conclusion that a company that lacks great frontline managers will bleed talent, no matter how attractive the compensation packages and training opportunities. With this in mind, they sought the answers to the follow-up questions: "How do great managers find, focus and keep talented employees." Using case studies, diagrams, and excerpts from interviews, Buckingham and Coffman guide us through their findings that discipline, focus, trust, and, most important, willingness to treat each employee as an individual are the overall secrets for turning talent into lasting performance. The book concludes with suggestions on how to become a great manager, including ideas for interviewing for talent, how to develop a performance management routine, and how to get the best performance from talented employees. Although this is clearly an infomercial for the Gallup Organization, it nevertheless offers thoughtful advice on the essential task of developing excellent managers.
　　　　　　　　　　　　　　　　　　　　　　　　　　Mary Whaley
From AudioFile
First, Break All the Rules is the culmination of over 80,000 interviews conducted by The Gallup Organization. This is insightful work; no pundit-speak and no ivory tower theorizing. The authors stress that good managers spend more time with their best performers than with their less productive counterparts, that they fit people into the right roles and hire for talent rather than experience, that they focus on strength rather than weakness, and that they clearly define the right results as opposed to the right steps. Buckingham and Coffman also illustrate ways to promote and compensate people for honing their valuable talents instead of seeking new tasks that will take them up the company ladder. Buckingham, a senior lecturer in Gallup's Leadership Institute, delivers the text as if he knows what he's talking about, which he does.
　　　　　　　　　　　　　　　　　　　　　　　　　　　 M.D.B.
About Author
Marcus Buckingham is the leader of The Gallup Organization's twenty-year effort to identify the core characteristics of great managers and great workplaces. He is also a senior lecturer in Gallup's Leadership Institute.

Book Dimension
Height (mm) 197 　　　　　　　　　　　　　　　　　 Width (mm) 128
作者简介 Marcus Buckingham, who was born in England and is a graduate of Cambridge University, is one of the Gallup organisation's leading management consultants and leader of its 15 year study. Curt Coffman is Senior Vice President and Senior Consultant at Gallup, and consults for many of the Fortune 500 companies.
目录
Introduction: Breaking All the Rules
Chapter 1: The Measuring Stick
　A Disaster Off the Scilly Isles
　“What do we know to be important but are unable to measure?”
　The Measuring Stick
　“How can you measure human capital?”
　Putting the Twelve to the Test
　“Does the measuring stick link to business outcomes?”
　A Case in Point
　“What do these discoveries mean for one particular company?”
　Mountain Climbing
　“Why is there an order to the twelve questions?”
Chapter 2: The Wisdom of'Great Managers
　Words from the Wise
　“Whom did Gallup interview?”
　What Great Managers Know
　“What is the revolutionary insight shared by all great managers?”
　What Great Managers Do
　“What are the four basic roles of a great manager?”
　What Do You Get Paid to Do?
　“How do you know if the outcomes are right?”
　The Four Keys
　“How do great managers play these roles?”
Chapter 3: The First Key: select for Talent
　Talent: How Great Managers Define It
　“Why does every role, per.formed at excellence, require talent?”
　The Right Stuff
　“Why is talent more important than experience,brainpower, and willpower?”
　The Decade of the Brain
　“How much of a person can the manager change?”
　Skills, Knowledge, and Talents
　“What is the difference among the three?”
　The World According to Talent
　“Which myths can we now dispel?”
　Talent: How Great Managers Find It
　“Why are great managers so good at selecting for talent?”
　A Word from the Coach
　“John Wooden, on the importance of talent.”
Chapter 4: The Second Key: Define the
Chapter 5: The Third Key: Focus on Strengths
Chapter 6: The Fourth Key: Find the Right Fit
Chapter 7: Turning the Keys:
Appendices:
APPENDIX A: The Gallup Path to Business
APPENDIX B: What the Great Managers Said
APPENDIX C: A Selection ofTalents
APPENDIX D: Finding the Twelve Questions
APPENDIX E: The Meta-analysis
Acknowledgments
……

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