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

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Marque : GENERIC
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The greatest managers in the world seem to have little in common. They differ in s e x, 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...

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Description produit

Marque
GENERIC
Titre
First, Break All the Rules: What the World's Greatest Managers Do Differently
Éditeur
Gallup Press
Type de produit
paperback
Présentation du livre
paperback
Date de sortie
5/5/1999 12:00:00 AM
Langue d'origine
English
ISBN
684852861
Dimensions
6.13 x 1 x 9.25 inches
Nombre de pages
271 pages
Langue
English
Résumé
The greatest managers in the world seem to have little in common. They differ in s e x, 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
Auteur
Marcus Buckingham, Curt Coffman
Date de parution
5/5/1999 12:00:00 AM