First, Break All the Rules

What the World's Greatest Managers Do Differently

by Marcus Buckingham , Curt Coffman

Number of pages: 271

Publisher: Gallup Press

BBB Library: Business Classics, Psychology and Strengths

ISBN: 978-1531865207



About the Authors

Marcus Buckingham : Marcus is a multi-million-copy, best-selling author with over 3.6 million copies

Read More...

Curt Coffman : A New York Times Bestselling Author, researcher, business scientist, consultant to

Read More...

Editorial Review

This New York Times bestseller (and the international bestseller) list for 93 weeks. Time Magazine listed the book as one of The 25 Most Influential Business Management Books. Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this book you will learn which conventional wisdoms to ignore.

Book Reviews

“This book tells you exactly how to improve as a supervisor” – Mihir Gosalia

“In this book, Buckingham and Coffman show why exceptional managers select employees for talent, not experience, intelligence, or determination.” – The Personal MBA

“Break All the Rules highlights the core characteristics of great managers and great work places.” – Journal of Extension

“In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers.” – Gallup.com

Books on Related Topics

Wisdom to Share

Great managers define a talent as "a recurring pattern of thought, feeling, or behavior that can be productively applied."

The key to excellent performance is finding the match between your talents and your role.

Great managers are not troubled by the fact that there is a limit how much they can rewire someone's brain. Instead, they view it as a happy confirmation that people are different.

If you want to manage well, you must understand that management is not about direct control, but about remote control.

The dilemma for managers is that they know they can’t change much about an individual and that they must focus people on performance.

Don’t buy the belief that trust is precious and must be earned.

It is very tempting to try to fix people, but it just doesn’t work. It simply isn’t true that everyone can be anything they want to be if only they try hard enough.

A “loser” who desires a close relationship with a manager may blossom if you give it to him or her.

Those who are comfortable in their current role aren’t tempted to take a promotion solely for the money.

Procrastination in the face of poor performance is a fool’s remedy.

Books by the same Author

It's the stage where we engage with the real world, where we figure out how to use our strengths to make a tangible contribution, where we deal with people who don't agree on what our strengths are, or who don't care, or who do care, but want us to focus them
Go Put Your Strengths to Work

It's the stage where we engage with the real world, where we figure out how to use our strengths to make a tangible contribution, where we deal with people who don't agree on what our strengths are, or who don't care, or who do care, but want us to focus them

Guided by the belief that good is the opposite of bad, mankind has for centuries pursued its fixation with fault and failing. Doctors have studied disease in order to learn about health. Psychologists have investigated sadness in order to learn about joy. Therapists have looked into the causes of divorce in
Now, Discover Your Strengths

Guided by the belief that good is the opposite of bad, mankind has for centuries pursued its fixation with fault and failing. Doctors have studied disease in order to learn about health. Psychologists have investigated sadness in order to learn about joy. Therapists have looked into the causes of divorce in

We will show you how to indentify your strengths and weaknesses, how to capitalize on your personal strengths, how to pick the right roles that play to these strengths, how to amplify and invigorate them and make a real impression, and how to mold your job to your personality so that
The Truth About You

We will show you how to indentify your strengths and weaknesses, how to capitalize on your personal strengths, how to pick the right roles that play to these strengths, how to amplify and invigorate them and make a real impression, and how to mold your job to your personality so that

StandOut, the revolutionary new book and online assessment tool from Marcus Buckingham, is the result of extensive research, statistical testing, and analysis of the world's top performers. From the coauthor of Now, Discover Your Strengths and the recognized leader of the strengths movement, StandOut unveils your top two Strength Roles and offers sharp, practical
StandOut

StandOut, the revolutionary new book and online assessment tool from Marcus Buckingham, is the result of extensive research, statistical testing, and analysis of the world's top performers. From the coauthor of Now, Discover Your Strengths and the recognized leader of the strengths movement, StandOut unveils your top two Strength Roles and offers sharp, practical

In The One Thing You Need to Know, Buckingham gives the readers an invaluable course in outstanding achievement—a guide to capturing the essence of the three areas fundamental to professional activity. Great management, great leading, and career success—he draws on a wealth of examples to reveal the single controlling insight that
The One Thing You Need to Know

In The One Thing You Need to Know, Buckingham gives the readers an invaluable course in outstanding achievement—a guide to capturing the essence of the three areas fundamental to professional activity. Great management, great leading, and career success—he draws on a wealth of examples to reveal the single controlling insight that