First break all the rules download pdf

First Break All The Rules. Sambath Nuon. A short summary of this paper. Download Download PDF. Translate PDF. It Management during a Human Re- was months after receiv- and source Management ing the book until I read Leadership workshop focused on it in order to provide Finding Talent developing and facilitat- this summary and re- Best Practice ing employee develop- view. I believe that and resources available rules need to be broken to meet those goals, and and the flexibility to do provide a reasonable things differently on a Inside this issue: timeline.

One limitation of this ceed as a manager, espe- exercise was that the cially in a hierarchical The book also includes Introduction 1 activities could not in- organization such as a many practical tools clude taking a course, university.

This initially ters, and headings made any managers toolkit. I Mountain Climb- 3 seemed rather absurd for a well organized adn would recommend this ing book to others and am given all the participants easy to follow text.

While Buckingham and Coffman do not offer a step by step set of instructions on Summary how to be a great manager, they offer a way of thinking Balancing the priorities of tomer satisfaction and pro- consistent with that of great individual talents, wishes ductively.

The results take managers. All managers and expectations with the into consideration inter- have a different style of goals and strategy of organi- views from over 1 million management and they be- zations summarizes a role of employees over a period of lieve this should be har- the manager.

This book lays 25 years. At work, do I have the here? At work, do my opinions the Gallup study, known as best every day? In the last seven days, 8. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set e. Score: 3. Buckingham uses a wealth of relevant examples to reveal that at the heart of each insight lies a controlling insight. Lose sight of this 'one thing' and all of your best efforts at managing, leading, or individual achievement will be diminished.

For great managing, the controlling insight has less to do with fairness, or team building, or clear expectations although all are important. Rather, the one thing great managers know is the need to discover and then capitalize on what is unique about each person.

For leadership, the controlling insight is the opposite - discover and capitalize on what is universal to all your people, regardless of differences in personality, race, sex, or age. For sustained individual success, the controlling insight is the need to discover what you don't like doing, and know how and when to stop doing it.

People are not rational utility-maximizers acting on perfect information, as in economic theory. Rather, as both customer and employee, they want to form economic relationships - like any other kind of relationship - that are based on trust and emotional connection.

If they succeed in forming such relationships, they engage a key word in the book, and a central theme with an organization, and will ultimately prove more profitable to it. The authors draw on years of Gallup surveys to show how engagement leads to profitability, and back up their claims with research and statistics based on Gallup findings.

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 person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites.

This amazing book explains why. 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 person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule.

And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune companies; others were key players in small entrepreneurial companies. But these well-intentioned efforts often miss the mark. 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. And perhaps most important, this research — which initially generated thousands of different survey questions 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.

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. Download Free PDF. A short summary of this paper.