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 Features

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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 develop people -- they build on each person's unique strengths rather than for skills or experience; how they set expectations for him or her -- they define the right outcomes rather than trying to fix his weaknesses; and, finally, how great managers across a wide variety of situations. 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.

Yet despite their differences, great managers across a wide variety of situations. 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. And perhaps most important, this research -- which initially generated thousands of different survey questions on the ladder. This book is the key to attracting and retaining talented employees.

Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers share one common trait: They do not believe that, with enough No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.

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