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

Based on the largest study of its kind ever undertaken, company managers reveal revolutionary insights about successful managerial behaviour. Great managers do not help people overcome their weaknesses. They do not believe that each person has unlimited potential. They do play favourites and they break the 'Golden Rule' book every day. This amazing book explains why great managers break all the rules of conventional wisdom. Big things expected.

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 favourites. 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.

They argue that 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, how they motivate by building on strengths rather than trying to fix weaknesses and develop people by finding the right fit for their talents rather than the next rung on the ladder. In the end, their research produced 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.

Marcus Buckingham was born in the UK and educated at Cambridge a University before becoming leader of The Gallup Organization’s ain 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

Curt Coffman is the global practice leader for The Gallup Organization’s € {/ Workplace Management Practice

He consults regularly on the development of productive, customer-oriented workplaces.

For more than sixty years, The Gallup Organization has been a world leader in the measurement and analysis of human attitudes, opinions, and behaviour. Although the company is best known for The Gallup Poll, most of Gallup’s work is ín providing measurement, consulting, and education to many of the

world’s largest companies. Gallup’s clients include Audi UK, Standard Life, Glaxo Wellcome, Royal Bank of Scotland, British Aerospace, Allied Domecq, Intel and Coca-Cola.

I learned far more from this book than | had anticipated, and recommend it strongiy, Written in an engaging styie, It provides arresting evidence of what distinguishes great managers from average | ones, and every manager will gain from its insights.” ‘ PROFESSOR TONYECCLES ' CRANFIELD SCHOOL OF MANAGEMENT

This book, supported by such a quality data system, confirms that if AS \ you treate a work environment where people feel valued, encourage AN \ them to do what they are good at all the time then you have the “1 makings of a successful business.…One of the best quotes from this book is ‘you succeed by finding ways to capitalise on who you are, not is N … \ bytrying to fix who you aren’t.’* 8 Rl N ; ‘ JWMCALDER + …& NK. „BUSINESS DEVELOPMENT DIRECTOR ° A Se, tt ERNST&YOUNG ,

This book Is essential reading for all managers and HR professionals. - Fi Drawing on extensive International research, the authors challenge us to rethink how to retain and motivate our people highlighting the key 4 ‘$, rote played by each and every manager. It is a very compelling piece of work and will form the cornerstone of maximising the contribution of people across all business areas.“ DANE TIMMILLER HR DIRECTOR, WORLDWIDE MANUFACTURING & SUPPLY GLAXO WELLCOME