First, break all the rules : what the world's greatest managers do differently : based on in-depth interviews by the Gallup Organization of over 80,000 managers in over 400 companies--the largest study of its kind ever undertaken

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 Clifton StrengthsFinder assessment, which reveals people’s top themes of talent, and to Gallup’s Q12 employee engagement survey, the most effective measure of employee engagement and its impact on business outcomes.****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 he sets his 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 his or her 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. 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. 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 Favorites. This Amazing Book Explains Why. Gallup Presents The Remarkable Findings Of Its 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. The Authors 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 Important, This Research — Which Initially Generated Thousands Of Different Survey Questions On The Subject Of Employee Opinion — Finally Produced The 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. 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 Clifton StrengthsFinder assessment, which reveals people’s top themes of talent, and to Gallup’s Q12 employee engagement survey, the most effective measure of employee engagement and its impact on business outcomes. 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 he sets his 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 his or her 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. The world's greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don't believe that, with enough training, a person can achieve anything he sets his mind to. They don't try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites. Gallup presents the remarkable findings of its massive in-depth study of great managers — those who excelled at turning each employee's talent into performance. 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. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they... management, leadership, Gallup, talent, strengths The measuring stick The wisdom of great managers The first key : select for talent The second key : define the right outcomes The third key : focus on strengths The fourth key : find the right fit Turning the keys : a practical guide Gathering force Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? Appendix C. A selection of talents : which talents are found most frequently across all roles? Appendix D. Finding the Q12 items : how did Gallup find the Q12 items? Appendix E. The meta-analysis : what are the details of the meta-analysis?. "[This book] was first written by former Gallup associates Curt Coffman and Marcus Buckingham ... While the original material remains essentially unchanged with this re-release of [the book], readers will have access to the products Gallup created to help managers and leaders turn employees' talents into great performance. Along with updated Gallup meta-analytic research on the linkage of employee engagement and organizational outcomes, readers get an access code to complete the Clifton StrengthsFinder 2.0 assessment ... [and] an access code to set up and administer one Q12 employee engagement survey"--Page 1 Different styles, different backgrounds ... yet great managers share one common trait: they don't hesitate to break virtually every rule held sacred by conventional wisdom. And, yes, they even play favorites. In this revision of the longtime management bestseller, Gallup presents the remarkable findings of its massive in-depth study of great managers. You'll learn 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 his or her weaknesses; and get the best performance out of their teams