First, Break All the Rules: What the World's Greatest Managers Do Differently

First, Break All the Rules: What the World's Greatest Managers Do Differently | Marcus Buckingham, Curt Coffman | The Best

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First, Break All t...

	First, Break All the Rules: What the World's Greatest Managers Do Differently Marcus Buckingham, Curt Coffman Simon & Schuster, 1999 - 255 pages average customer review:based on 259 reviews view larger image
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highly recommended

Great Management Book!

This was my first introduction to Marcus Buckingham
out side of meeting him at a event. I will say a job
well done. It's a excellent read if you are in any
management position or run any type of organization.

The concepts inside this are EXCELLENT! I especially
enjoyed the parts inside the book where they discuss
how they fit people into the right roles. Also, how
they talk about hiring for talent not experience.

Matt Bacak
Author of The Ultimate Lead Generation Plan
and Secrets of the Internet Millionaire Mind

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The Best

"First" is the most interesting business book I have read in years! Besides outlining great ideas based upon years of research, the book does an excellent job at detailing how to implement similar practices within our own professions. A definite BUY rating on this one.

Loved It!

I loved this book on tape -- I had a long trip so thought the book on tape was the way to go and wasn't dissappointed. I am not looking to be in management, so I was a little wary. I found the book to be insightful, helpful and couldn't wait for the next book. Having Marcus Buckingham read the book was an added bonus.

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Buckingham is full of the right stuff

This is a great book with outstanding information, the research involved and sheer numbers of people that participated is mind boggling.

Twelve brutally honest questions that every organization should ask its employees

In quantum physics, one of the competing theories that explains the nature of the universe is called m-theory, or (I hear) membrane-theory. In business literature and specifically HR or employee satisfaction related literature, there is an equivalent m-theory, called management-theory or the might-mean-many-meanings-theory. Neither a rigorous natural science, nor an elevated art form, management theory often consists of generalizations, cliches, obvious truths, dogmas, and meta-patterns of meta-patterns that describe 'what should be'.

As a contra-example of good management-theory, this book is about 'what works'. The authors use 12 very basic and brutally honest questions as the yardstick for organization to measure the success of their employee engagement, and based on the ideal/wished for results for these 12 questions, outline various 'things to do' for practicing managers.

Being a practicing manager for 3 years now, I found this book to be quite insightful, to the point, jargon-free, and applicable to my work challenges with my teams and executive management. I particularly found the examples of 'world class' bellboys, room cleaners, nurses, restaurant servers and other professionals to be both endearing and very effective. The examples from Southwest Airlines were expected, but nevertheless nice to re-read.

Some of my favorite lines (paraphrased) from the book?
1. Don't promote people to their level of incompetence
2. Create heroes at every level of the organization
3. Good nurses pause before that jab and say "Honey, this will hurt initially, but will be ok soon" not "Honey, this wont hurt a bit"!
4. Hire for talent, manage by outcomes, and get out of the way
5. The road to hell is paved with good intentions :)

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