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First Break All The Rules Honest REVIEW!MCM Reviews

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First, Break All the Rules: What the World's Greatest Managers Do Differently Hardcover – May 1, 2016

by Marcus Buckingham (Author), Gallup Organization (Author), Jim Harter (Foreword)

4.6 2,583 ratings

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Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world&;s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level.

Included with this re-release of First, Break All the Rules: updated meta-analytic research and access to the CliftonStrengths assessment, which reveals people&;s top themes of talent.

What separates the greatest managers from all the rest?

They actually have vastly different styles and backgrounds. Yet despite their differences, great managers share one common trait: They don&;t hesitate to break virtually every rule held sacred by conventional wisdom. They don&;t believe that, with enough training, a person can achieve anything they set their mind to. They don&;t try to help people overcome their weaknesses. And, yes, they even play favorites.

In this longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial firms. Whatever their circumstances, the managers who ultimately became the focus of Gallup&;s research were those who excelled at turning each individual employee&;s talent into high performance.

Gallup has found that the front-line manager is the key to attracting and retaining talented employees. This book explains how the best managers select an employee for talent rather than for skills or experience, set expectations, build on each person&;s unique strengths rather than trying to fix their weaknesses, and get the best performance out of their teams.

And perhaps most important, Gallup&;s research produced the 12 simple statements that distinguish the strongest departments of a company from all the rest. First, Break All the Rules is the first book to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction and the rate of turnover.

First, Break All the Rules presents vital performance and career lessons for managers at every level &; and best of all, shows you how to apply them to your own situation.

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Gallup is a global analytics and advice firm that helps leaders and organizations solve their most pressing problems.

Product details

Publisher ‏ : ‎ Gallup Pr; 1st edition (May 1, 2016)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 350 pages
ISBN-10 ‏ : ‎ 1595621113
ISBN-13 ‏ : ‎ 978-1595621115
Item Weight ‏ : ‎ 1.52 pounds
Dimensions ‏ : ‎ 6.25 x 1.5 x 9.5 inches

Best Sellers Rank: #8,425 in Books (See Top 100 in Books)
- #121 in Motivational Management & Leadership
- #146 in Business Motivation & Self-Improvement (Books)
- #180 in Leadership & Motivation

Customer Reviews:
4.6 2,583 ratings

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Marcus Buckingham
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Marcus Buckingham is a global researcher and the world’s authority on what the most effective leaders and highest-performing people do differently. He is the New York Times best-selling author of two of the most popular business books of all time, First, Break All the Rules, and Now, Discover Your Strengths. Marcus’ 2019 Harvard Business Review cover article, "The Feedback Fallacy," was recently selected by HBR as one of the most influential articles of the last 100 years. Marcus is the creator of the StandOut strengths assessment and the co-creator of StrengthsFinder - his strengths assessments have been completed by over 25 million people worldwide.
Building on two decades of experience as a Senior Researcher at The Gallup Organization, he leveraged his data-based discoveries to build a $100 million tech company focused on helping people find and contribute their strengths at work. Beginning with First, Break All the Rules, and continuing through his latest book Love and Work (Harvard Business Review Publishing, April 5th, 2022) he is known for using reliable psychometric data to get to the core of what drives engagement, resilience, and productivity. He currently guides the research agenda of the ADP Research Institute as Head of People + Performance.
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Gallup Press
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The mission of Gallup Press is to educate and inform the people who govern, manage, teach, and lead the world's 7 billion citizens. Each book meets Gallup's requirements of integrity, trust, and independence and is based on Gallup-approved science and research. The impressive Gallup Press catalog consists of more than 30 books on topics such as leadership, strengths, education, jobs, and well-being. Our bestselling books include Strengths Based Leadership, How Full Is Your Bucket?, and StrengthsFinder 2.0, which was Amazon's bestselling book of 2013.
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Curt Coffman
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The New York Times Bestselling Author of FIRST, BREAK ALL THE RULES (with Marcus Buckingham) and just released CULTURE EATS STRATEGY FOR LUNCH (with Dr. Kathie Sorensen). As consultant to Fortune 100 and Fortune 500 organizations, MBA and Executive Fellow, Daniels School of Business at the University of Denver. Curt Coffman has invested 30+ years in the science of the human side of organizations.
Formerly the Global Practice Leader for employee and customer engagement at the Gallup Organization for 22 years, Mr. Coffman is Senior Partner and Chief Science Officer of The Coffman Organization. Mr. Coffman has studied literally hundreds of organizations, and millions of employees and customers. His mission is to help organizations, their executives, leaders and associates create more engaging and productive workplaces to secure the loyalty and growth of their customers.
His work launched a new era in employee engagement and management development with First, Break All the Rules: What the World's Greatest Managers do Differently - one of the best selling management books of all times. He followed that up with another bestselling book, Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential. Now his third book, Culture Eats Strategy for Lunch: The Secret of Extraordinary Results - introduces a new focus on high performing cultures, where you just can't wait to come to work.
An international figure in the world of management and engagement, Mr. Coffman's work has been translated in over 40 different languages. His research and writings have appeared in the Harvard Business Review, The Wall Street Journal, Business Week, Chief Executive magazine, CIO Magazine, The Economist, Fast Company, Fortune, the Harvard Management Update, Inc. magazine, the International Journal of Management Reviews, Microsoft Executive Circle, The New York Times, USA Today, and the Washington Post, and a host of other management journals.
His research and consulting insights help organizations measure and manage workplace and customer conditions that show linkage to business outcomes.
An insightful and completely engaging speaker, Mr. Coffman has presented to thousands of groups on the topic of creating great places to work and its impact on individuals, families, organizational growth and creating engaged customers.
Mr. Coffman has been married for over 27 years, to his talented wife, Tammy. The Coffman's reside in Denver Colorado and Lake Las Vegas, NV and are the proud parents of daughters, Katie and Claire, a son, Clayton and new son-in-law, Geoff.
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4.6 out of 5

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Jennifer Lynn

you need to read this if you manage anyone

Reviewed in the United States on February 19, 2024

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You need to read this book. "First, Break All the Rules" by Marcus Buckingham and Curt Coffman is like a breath of fresh air for those of us navigating the unique challenges of managing and leadership.

Buckingham and Coffman, backed by Gallup's extensive research, challenge the conventional wisdom of management and provide insights tailored to real-world situations. As someone in charge of a veterinary practice, I really appreciate how the book encourages breaking free from the one-size-fits-all approach to management.

What made this book particularly valuable to me, is its emphasis on understanding and leveraging the individual strengths and talents of your team members. As I read through the engaging anecdotes and practical examples, I found myself repeatedly nodding along with the authors' perspectives.

For a practice manager in a veterinary clinic, the book isn't just a theoretical guide; it's a hands-on toolkit for optimizing team dynamics. The focus on strengths rather than weaknesses is especially pertinent in an environment where each team member brings a unique set of skills and expertise.

Whether you're a seasoned practice manager or relatively new to your role, "First, Break All the Rules" offers insights that resonate with the challenges of management and leadership. It's a must-read for anyone seeking a management approach that not only aligns with your profession but also brings out the best in your team.

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Papuna Papiashvili

this could not be bad :)

Reviewed in the United States on June 6, 2015

Verified Purchase

Gives great insight on how good/great management is done. Raises awareness how idiosyncrasies of employees matters. As based on the analysis of 1,5 mln. of hours of interviews with 80 k managers it's hardly can be bad right? For those who cannot afford a week or so to bring the book the the knees I will list below some of the ideas I remember or had jotted down.

1. People don’t quit their companies, they quit their bosses;
2. Define the right outcomes and then let each person find his own route toward those outcomes;
3. The most efficient route that nature has found from point A to point B is rarely a straight line. It is always the path of least resistance;
4. All roles demand some accuracy & safety, standardized steps are needed (Baring Bank case);
5. Languages, symbols, conventions, scales-these are the DNA of civilization-without the ability to accept standards we could have never developed such a complex society;
6. The companies that define the new standards will gain huge advantage over latecomers;
7. Customers’ levels of expectations
a. Accuracy
b. Availability
c. Partnership;
d. Advice/educate
8. Customer is ultimate judge of value;
9. Use practical ways to see world through your customers eyes;
10. At Disney they think vibrant companies should have 5 year plans but willing to change it every year - that’s tough for the intermediaries like managers;
11. When I draw my playbook I always go from the players to the plays-head coach of Minnesota Vikings;
12. Focus on each persons strengths and manage around his weaknesses. Don’t try to fix the weaknesses… help each person to become more of who he already is;
13. One of the sings of the great manager is the ability to describe in detail the unique talent of each of his people – what drives each one, how each one thinks, how each build relationships;
14. Know the difference between the skills and knowledge and weaknesses;
15. The golden rule is broken by the great managers every day-they don’t treat people the way they would lie to be treated-people don’t breath same psychological oxygen;
16. Time you spent with your best employee (not the weakest) is your most productive time;
17. No news is never good news;
18. From the perspective of great managers averaging is irrelevant to excellence-top performers have more potential for growth;
19. Success is achieved through a never-ending pursuit of improvement-personally, professionally financially and spiritually;
20. Each of us is a couple of talent cards short of a full deck;
21. Partnerships are not archetype, each partnership in fact is anomaly;
22. If you find yourself spending most of your time managing weakness of particular employee, than know that you’ve made a casting error;
23. When employee requires growth-promotion-help each person find roles that ask him to do more and more of what he is naturally wired to do;
24. Most employees are promoted to the level of their incompetence;
25. Great managers envision company where there are multiple routes towards respect and prestige;
26. Broadbanding – for each role you define a pay in broad bands or ranges with the top end of the lower level role overlapping the bottom end of the role above-companies like Merill Lynch & Disney have well endured the practice;
27. During the Gallup’s interviews with great managers they found a consistent willingness to hire employees who the manager knew, might soon earn significantly more than they did;
28. Create heroes in every role;
29. Great managers make sure to have 4 hours a year with an employee to discuss their career path;
30. When using trial periods for employees you must be very clear about the details;
31. What level of performance is unacceptable? Any level that hovers around average with no trend upward;
32. In mind of great managers to care means to set the person up for success;
33. G.M. on “tough love”- each of best men on my two weddings was someone I fired;
34. G.M. : but I know my people some times better then they know themselves;
35. The four keys to great management are:
a. Select for talent;
b. Define the right outcomes
c. Focus on strengths;
d. Find the right fit;
36. When casting for talent ask open-ended questions;
37. Past behavior is a good predictor of future behavior. Therefore questions like “tell me about a time when you…” can serve you well;
38. Pitfall is evaluating articulation and memory of interviewed;
39. Rapid learning is an important clue to persons talent. Ask candidate what kind of roles she has been able to learn quickly. Ask her what activities come easily to her now..
40. Great managers find times for performance management routines-4 common characteristics for it:
a. Routine is simple;
b. Routine forces frequent interaction between manager and employee;
c. Routine is focused on the future
d. Makes employee to keep track of his own performance
41. In the world according to great managers the employee is the star. The manager is the agent.
42. When you enter your place of work, you never leave it at zero. You either make it a little better or a little worse.
43. Managers trump companies;
44. Human power lies in its idiosyncrasy;
45. Real profit increase drives stock increase-sustainable growth drives real profit increase-loyal customers drive customer growth-engaged employees drive customer loyalty-the right people in the right roles wit the right managers drive employee engagement;
46. Great managers are not looking for people who are easy to manage;

Don't judge me for posting this tonight I'm glory glory guy not forza or vamps :) :UCLfinal:

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Jennifer E. Sertl

First, Read the Book

Reviewed in the United States on October 23, 2001

Verified Purchase

There is a race for talent in today's job market. Organizations are realizing more and more that their competitive advantage lies within those individuals interfacing with customers and other employees. A businesses' greatest asset is indeed the individuals of the organization. We, in training and development, have known this for a long time. Now, there is bottom line business language that helps others acknowledge and quantify the human asset.
In my consulting practice I see more and more emphasis and investment in the developing and cultivation or leadership. In order for organizations to capitalize on their human assets, they must invest in the leadership teams who are managing talent. Recently facilitating a project for Innovative Training Strategies I was introduced to this book First, Break All the Rules. This book is rich with analogies, case studies, and practical information for any one who has more than one employee. Buckingham and Coffman present a business case for leadership development that is based on a Gallup survey of over a million employees and 80,000 managers from a vast range of companies and industries. I feel so strongly about this book for you as a business leader and in your organizations' success that I recommend it be a required reading for you and members of your leadership team. That said, my intent here is to share just a couple of the many learnings the book has to offer in order to peak your curiosity and hopefully intrigue you into making the time investment to experience this resource first hand.
Today's companies are having a team of people look at benefit packaging and creating a company profile that is attractive to prospective employees-especially talented employees. One of the things that Buckingham and Coffman warn about is that many companies do things that are effective for all employees. From their research they were able to extract information that was especially true for talented employees. They determined "talented" employees as those who seemed to be the most productive in terms of productivity measures and customer feedback. (There is an intense appendix for those who require supporting facts and data.) What they found was this : talented employees need great managers. "The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor."
So, while your company is spending a lot of resources on employee retention and recruitment, for a return on investment your company would be wise to concurrently develop the leadership team to be talent savvy.
Employee Satisfaction is now on everyone's radar. Organizations want satisfied employees because satisfied employees = satisfied customers. Now that that is understood, how does an organization gage employee satisfaction? There is much offered by Buckingham and Coffman to support this critical question. Through their research they have been able to extract the 12 most effective questions to gear how satisfied your talent pool is:
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel like my work is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone about my progress?
12. At work, have I had opportunities to learn and grow.
At first glance, I was surprised the first time I saw this list. Yet, when I thought about what is meaningful to myself as an employee, I nodded my head in agreement. Buckingham and Coffman explain what they learned from the process of gathering data from employees and how they determined these questions as being most effective for evaluating talent satisfaction.
So, First get the book and take advantage of the research and learning provided by Buckingham and Coffman in First Break All the Rules. If time is an issue, the book is also available on audio cassette. Enjoy making positive impact on your employees and co-workers.

16 people found this helpful

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Vlad

Amazing for anyone in management

Reviewed in Canada on August 12, 2023

Verified Purchase

As CEO of a startup that is just starting out managing employees this book has been incredibly useful to help me structure company's processes and understand how to treat my fellow workers in an encouraging, sincere and productive manner.

One person found this helpful

Amazon Customer

Atual e útil!

Reviewed in Brazil on May 18, 2023

Verified Purchase

Livro seminal sobre gestão.
Escrito há alguns anos, mas extremamente atual e muito útil.

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steam_boat

"Life is short, the art is long" - Lisez ce livre au plus vite !

Reviewed in France on May 16, 2021

Verified Purchase

Livre qui synthétise des principes de base de management avec des exemples qui illustrent bien les subtiles différences entre les Great Managers et ceux qui vont le devenir. Et voilà tout ce que j'ai à dire ♥ Pizzirikaky

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Mayank Jaiswal

Insights about underlying first principles of Management

Reviewed in India on December 27, 2018

Verified Purchase

When we talk about management, we talk about how to orchestrate the existing people to get maximum performance out of them.

This book goes to whys of things. He gives a new definition to the word "talent" and then argues that why talent cant be "taught". Your best shot to excellent performance is to map people's talent to the work that needs that talent. Example, a nurse can do repetitive job of dealing with sick patients and still drive pleasure and satisfaction out of it - this empathy is hardwired in her brain. He also talks about things you can and CANNOT change in . parson. You need to "manage around weakness" of your people.

Full of Insights!! After reading this book, you look at things from a different lens. You know what you are looking for a candidate when hiring, you know what you are looking for when working with a subordinate and so on. You learn to filter what you see from what first principle is under action underneath.

Recommended who for Managers, HR, Executives and anyone who deals with other people within their company to maximise throughput.

6 people found this helpful

Alberto regis

Molto interessante

Reviewed in Italy on December 24, 2018

Verified Purchase

Interessante punto di visto sulle relazioni umane in azienda

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