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First, Break All The Rules: What The Worlds Greatest Managers Do Differently (Anglais) Relié – 5 mai 1999

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Détails sur le produit

  • Relié: 272 pages
  • Editeur : Simon & Schuster (5 mai 1999)
  • Langue : Anglais
  • ISBN-10: 0684852861
  • ISBN-13: 978-0684852867
  • Dimensions du produit: 24,4 x 16,5 x 2,3 cm
  • Moyenne des commentaires client : 4.3 étoiles sur 5  Voir tous les commentaires (3 commentaires client)
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5 internautes sur 6 ont trouvé ce commentaire utile  Par Konstantin Lissianski on 20 juillet 2001
Format: Relié
"First Breal All the Rules" is an adventure in management, and a book I would highly recommend. Being a teacher and counsellor in business management with a lifetime of experience, I can assure you that no matter how much education, training or experience you may have in business, every day is a new learning experience. Or, at least it should be if you want to be successful. The further up the ladder you advance, the tougher the challenge becomes to reach the top. If you are fortunate enough to make the climb, maintaining that position and continuing to grow, requires a whole other set of skills and abilities. The top competitors are always at your heels.
This book is an excellent learning tool for both managers and employees. Managers may very well pick up some surprising pointers on how they could improve their management style, and there must always be room for improvement in everyone's life if we are to achieve our full potential. Employees may develop a better understanding of why managers and supervisors expect what they do from you, which could ultimately make you a better employee as you work your way up the corporate ladder. This book definitely contains "food for thought" and words of wisdom from some very interesting perspectives.
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1 internautes sur 1 ont trouvé ce commentaire utile  Par Jeremie on 30 avril 2013
Format: Broché Achat vérifié
It is a useful book, but not essential.
What you'll get is "act different to shine". Some good advice to get inspired though...
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1 internautes sur 1 ont trouvé ce commentaire utile  Par Jo-Jo on 18 octobre 2009
Format: Broché
The four keys of success: Select for talent, Define the right outcomes, Focus on strengths, Find the right fit.

Le management basé sur les forces ("strengths") et non sur les faiblesses ("weaknesses").
Ce livre recherche une nouvelle façon de gérer le personnel / les collègues / les participants à un projet.
Il montre que les meilleurs managers ont en commun le fait qu'ils se démarquent du commun, recherchent les talents, les propulsent vers le succès, et leur trouvent la meilleure assignation.

Beaucoup d'idées à méditer, sur nos propres forces et faiblesses, et sur celles des autres, pour une meilleure productivité globale.
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Commentaires client les plus utiles sur (beta) 386 commentaires
128 internautes sur 130 ont trouvé ce commentaire utile 
You don't know what you don't know! 28 juillet 2000
Par Jeff Johnson - Publié sur
Format: Relié
I found this book valuable as it was based on research with over 80,000 managers, not just one person's personal experience. As a manager, the 12 questions that define a great place to work helped me step back and identify what type of environment I am creating for my employees --- or failing to create. Reading the book has led to some very open discussions with my direct reports on those issues. I especially liked the six questions for a review that turn a brief look at past performance into a discussion about what the person needs to do to move forward. I included those questions in my reviews this year.
In our department's people development, we often focused primarily on where people need to improve. The authors gave a different perspective on leveraging strengths and managing around weaker areas.
I also liked the definition of "manager" vs. "leader". Too often management skills are seen as inferior to leadership, yet this book showed that they are separate skill sets. I've got a ways to go with both skill sets, but now have somewhat of a blueprint for how to move forward. This book has helped me look at what I am doing to impact the quality of our work environment.
108 internautes sur 113 ont trouvé ce commentaire utile 
Best set of management tools that I've ever seen! 27 janvier 2000
Par John Villa - Publié sur
Format: Relié Achat vérifié
I am a recent MBA grad with 15 years' experience in different company environments. I've worked for Silicon Valley startups, large national corporations, and family-owned businesses.
The scenarios, myths, situations, and other examples in the book are 100% right on! Gallup has put names and descriptions on things that I have lived with for years.
Now a manager at another tech startup, I plan on using this book as a template to grow our company into a vibrant workplace that attracts and KEEPS talented individuals.
I don't understand the reviewers who say they gained nothing from this book. There is a well-documented framework that is not weighted down with technical terminology, and a productive toolset to implement the theory.
I especially appreciated the section on creating Advocates, something that I have been prevented from doing by supervisors in past positions. In my opinion, anyone who does not recognize the business implications of Advocates needs to go back and retake Business 101.
Understanding and measuring "Talent" is what this book is based on, and is worth learning. It is not as "out there" as personality typing, and makes good business sense. Put people where they will naturally do well, and your business and Clients will do well also.
I am a firm believer that employees will do what you pay them to do. Incentive plans are critical in controlling what people do on a daily basis. Here, again, this book makes a lot of sense advising that incentive plans must be tailored to the individual.
I do not climb on many bandwagons, but I will get up on my soapbox about this book.
It is simply the best book I have ever read about managing people and making the most of a workplace. Much has been written about what makes a workplace great. This book tells you how to make YOUR workplace great.
I recommend it without hesitation.
121 internautes sur 129 ont trouvé ce commentaire utile 
Well researched and well presented. All managers must read this book. 10 février 2006
Par Avinash Sharma, The Yogic Manager - Publié sur
Format: Relié Achat vérifié
This is a well researched book. The authors arrived at their conclusions after analyzing data collected by Gallup over 25 years - using an impressive sample size of 80 thousand managers and 1 million staff from 400 companies. Gallup has used its expertise in survey research to link employee engagement to business performance. The concepts are well explained and presented.
The essence of the findings lie in the 4 Keys of great managers and the 12 Questions that give organizations the information they need to attract, focus, and keep the most talented employees.
The 4 Keys of great managers:
1. Select for talent - the authors define talent as "recurring patterns of behavior" and state that great managers find the match between talents and roles.
2. Define the right outcomes - managers needs to turn talent into performance. This can be done by defining the right outcomes and letting people find their own route toward the outcomes.
3. Focus on strengths - managers need to concentrate on strengths and not on weaknesses.
4. Find the Right Fit - managers need to assign roles to employees that give the employees the greatest chance of success.
The 12 Questions make an excellent list of questions that will be helpful to organizations as well as to employees. The authors group the questions into various categories and explain the importance of each question and group.
I give this book 5 stars because the insights are practical and backed by empirical evidence, and the book is well presented. I was able to apply the concepts immediately. I read this book when I was assigned the role of a team lead. I was able to improve the efficiency of the team by assigning tasks to people based on their individual strengths.
This book has a lot of substance. I am sure I will be referring to it often to make the valuable insights a part of my management style. In addition, it does a good job explaining key business terms that people often take for granted, such as talent, skills, knowledge, etc.
I also like the fact that this book has proven some of Peter Drucker's concepts with scientific research. Here are a couple of examples that are verbatim quotes from "The Essential Drucker" :
Chapter 9 : Picking People - The Basic rules: (page 130):
"... the person and the assignment need to fit each other.",
"... effective executives do not start out by looking at weaknesses. You cannot build performances on weaknesses. You can build only on strengths".
"First Break..." is an excellent book that I recommend as a must read to every manager and anybody interested in management.
63 internautes sur 69 ont trouvé ce commentaire utile 
Follow the Four Keys and be a Great Manager! 21 juin 2000
Par Shashi Kant - Publié sur
Format: Cassette
(email: )
"First, Break All the Rules: What the World's Greatest Managers Do Differently" is an excellent book, which will help not only the managers, but all other talented employees as well, who have the potential and will eventually become great managers. This book extols the wonders and potential of human resource development in organizations of all sizes.
The authors, Marcus Buckingham and Curt Coffman, based on Gallup's interviews over a period of 25 years with about 1 million staff and 80,000 managers from over 400 companies pinpoint "four keys" to evaluate the performance of an organization in general. This reflects the competence of the managers to get the best in terms of:
-Selecting the staff for talent (not just for experience, which can be acquired and updated with rapid change in technology), -defining the right results expected (and should be clearly understood by the individual), -focusing on strength of employees (leaving scope for their professional growth), and -finding the right fit for all of them.
How much successful the manager is with respect to these four keys, will be reflected in terms of performance in assignments or projects the company has undertaken.
I am a firm believer that employees will do what you pay them to do (in terms of responsibility and recognition, scope for professional growth, appreciation and salary).
The authors reach the conclusion that a company that lacks great frontline managers will bleed talent (or, will produce `talented deadwoods'), no matter how attractive the compensation packages are! Why should a highly motivated employee waste his or her time if a weak employee gets the recognition?
First-line supervisors and managers are the key to our success. They are the vital link between the top management and the staff. What separates the great manager from the mediocre manager is the ability to recognize and develop talented individuals right from the initial point of employment, and the key to finding the right supervisor and manager is in this book!
The book also describes: `The Art of Interviewing for Talent' - 'Which are the right questions to ask?' 'Past performance is indicative of future performance'. But it is a must that assessors are more talented than the candidates are. If you promote or favor an employee mainly for his talents, let everyone else know about his capabilities and achievements over the others. Because it is possible that a group of some mediocre or manipulative managers, for their personal gains, form a cabal and help promoting "pseudo talents" and/or mask actual talents. They may do it by passing incorrect or "selective" information about their subordinates to the top management (or "by dragging and dropping" credits from deserving candidates to the `favored ones'). The book, however, does not explicitly describe how the organization can be saved from such managers. "Favoritism" or "First, Break All the Rules", as advocated in this book, can be even detrimental, and may lead the organization to a vertical collapse. Here top management's role becomes crucial, as the staff may not come out openly due to some apprehension or someone's bad experience in the past. Also, while responding to any survey conducted, based on this book, it may not be suitable to reply those 12 questions just in `yes' or `no'.
Gallup's ideal symbolic manager `Michael' says that a true manager is always in the process of learning new techniques. When asked about his best team, he gives credit to the entire team. This is the crux of success! He says, "A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance - never pass the buck, make few promises and keep them all."
This book, written in plain English, tells us how to make our workplace great. I strongly recommend you to read and absorb it.
101 internautes sur 114 ont trouvé ce commentaire utile 
Some basic common sense, not much else 23 février 2001
Par Eldon E Mack - Publié sur
Format: Relié
There are a few good common sense ideas in this book. For example: 1.It's hard to change people; 2. Make the most of an employee's talents instead of trying to fix their weaknesses; 3. Don't micro-manage; 4. A good way of doing something is not simply the opposite of a bad way. The authors then contend that these ideas go against conventional wisdom. I don't know what conventional wisdom they are talking about since it agrees with most of mine. But then again I went to an engineering school, not a business school. After presenting these ideas there is not much else in the book except a series of disconnected management anecdotes. Curiously most of these anecdotes are examples of bad management. This is in direct contradiction to idea 4 above, which the authors spent several pages discussing. I think the first example of good management was about halfway through the book when they started to talk about Southwest Airlines. (Actually if someone wants to write a good management book, do a case study on Southwest Airlines.) Also most of the examples deal with restaraunts, hotels, and banks with almost none from a high tech or software business. Finally I think (and this is conventional wisdom again) a good manager must be able to 1.Prioritize; 2.Organize. The authors say nothing of these abilities and obviously know little about them.
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