First, Break All the Rules: What the World’s Greatest Managers Do Differently by Curt Coffman and Marcus Buckingham

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First, Break All the Rules PDF Ebook :

Book Name : First, Break All the Rules: What the World’s Greatest Managers Do Differently
Author : Curt Coffman and Marcus Buckingham
Language : English
Genre : How-To, Self-help, Business, Personal Development, Productivity, Philosophy, Psychology
Publication : Simon & Schuster
Pages : 261
Book Size : 27 Mb
Book Format : PDF

About The Book :

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. ‘First, Break All the Rules: What the World’s Greatest Managers Do Differently by Curt Coffman and Marcus Buckingham’ 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 attuning each employee’s talent into performance.

Sharper your managerial skills, read First, Break All the Rules: What the World’s Greatest Managers Do Differently in first-hand.

Further Reading :

1. The Effective Executive: The Definitive Guide to Getting the Right Things Done by Peter F. Drucker
2. The Seven Habits Of Highly Effective People By Stephen Covey
3. Getting Things Done: The Art of Stress-Free Productivity by David Allen

Contents :

Introduction: Breaking All the Rules
Chapter 1: The Measuring Stick
A Disaster Off the Silly 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?”
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, performed 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 Right Outcomes
Managing by Remote Control
“Why is it so hard to manage people well?”
Temptations
“Why do so many managers try to control their people?”
Rules of Thumb
“When and how do great managers rely on steps?”
What Do You Get Paid to Do?
“How do you know if the outcomes are right?”

Chapter 5: The Third Key: Focus on Strengths
Let Them Become More of Who They Already Are
“How do great managers release each person’s potential?”
Tales of Transformation
“Why is it so tempting to try to fix people?”
Casting Is Everything
“How do great managers cultivate excellent performance
so consistently?”
Manage by Exception
“Why do great managers break the Golden Rule?”
How to Manage Around a Weakness
“How do great managers turn a harmful weakness into an
irrelevant non talent?”

Chapter 6: The Fourth Key: Find the Right Fit
The Blind, Breathless Climb
“What’s wrong with the old career path?”
One Rung Doesn’t Necessarily Lead to Another
“Why do we keep promoting people to their level of incompetence?”
Create Heroes in Every Role
“How to solve the shortage of respect”
Three Stories and a New Career
“What is the force driving the New Career?”
The Art of Tough Love
“How do great managers terminate someone and
still keep the relationship intact?”

Chapter 7: Turning the Keys: A Practical Guide
The Art of Interviewing for Talent
“Which are the right questions to ask?”
Performance Management
“How do great managers turn the last three Keys every day, with every employee?”
Keys of Your Own
“Can an employee turn these Keys?”
Master Keys
“What can the company do to create a friendly climate
for great managers?”
Gathering Force
Spend the Most Time with Your Best People
“Why do great managers play favorites?”

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