First, Break All The Rules: What The Worlds Greatest Managers Do Differently

Front Cover
Simon and Schuster, May 5, 1999 - Business & Economics - 271 pages
22 Reviews
Reviews aren't verified, but Google checks for and removes fake content when it's identified
The greatest managers in the world seem to have little in common. They differ in sex, age, and race. 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.

Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their 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 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.

In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. 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. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right fit for each person, not the next rung on the ladder. 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.

There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.


What people are saying - Write a review

User ratings

5 stars
4 stars
3 stars
2 stars
1 star

Reviews aren't verified, but Google checks for and removes fake content when it's identified

Data Driven, Excellent Insights

User Review  - Borders

This is one of the best books I have read in terms of leveraging the strengths of the individual to create value. Because it is data driven, the insights on effective management are based upon objective evidence. This is a must read for anyone looking to become a more effective manager. Read full review

For the leader in everyone

User Review  - wdwscottieboy -

The authors have written a very good book on what every leader in the world should know. By creating a survey and asking some of the top managers in the world the authors were able to pinpoint what ... Read full review

All 7 reviews »


Breaking All the Rules
The Measuring Stick
The Wisdom of Great Managers
The First Key Select for Talent
The Second Key Define the Right Outcomes
The Third Key Focus on Strengths
The Fourth Key Find the Right
Turning the Keys A Practical Guide
A Selection of Talents

Other editions - View all

Common terms and phrases

About the author (1999)

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.

Bibliographic information