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US Mall 1 - First, Break All the Rules: What the World's Greatest Managers Do Differently
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List Price: $30.00
Our Price: $9.48
Your Save: $ 20.52 ( 68% )
Availability: Usually ships in 24 hours
Manufacturer: Simon & Schuster
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Average Customer Rating:  
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Binding: Hardcover
Dewey Decimal Number: 658.409
EAN: 9780684852867
ISBN: 0684852861
Label: Simon & Schuster
Manufacturer: Simon & Schuster
Number Of Items: 1
Number Of Pages: 255
Publication Date: 1999-05-05
Publisher: Simon & Schuster
Studio: Simon & Schuster
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Spotlight customer reviews:
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Customer Rating:
Summary: This Book Is Pure Gold
Comment:
The authors should be given credit for creating an extremely insightful book on leadership and management. Most leadership books are either a collection of war stories or an abstract view of management principles. In many cases, an author will describe how they achieved success at their company. These kinds of books can be helpful to some readers but worthless to others. This book, however, is relevant to every reader, regardless of profession. The techniques and principles described in this book are equally applicable to car dealers, engineers, programmers, and the military alike. Good leadership is the same across the board.
The authors are associated with the Gallup Organization; an entity famous for conducting polls. They used the data from interviews with over 80,000 managers in over 400 companies. From this pool of information, they identified the common characteristics of great leaders. These characteristics are the techniques that can be used to create and sustain a winning team. The authors also provide a new way to look at managers. Too often, managers are viewed as just bureaucrats. In reality, managers are leaders who look inside the company. Strategic executives, if they are doing their job, should be looking outside the company at the competition.
The book is broken into seven chapters and a series of appendices. Although the appendices provide interesting information, they are of minimal value. The relevant information is in the main chapters. The first chapter provides a key to measuring your personnel. As with everything in life, you cannot tell if you are improving or failing unless you have some way to measure progress. The authors then define talent in a way that makes it obvious to everyone. This is a crucial point. The authors bring this point home by describing how companies get it wrong. Talent is often confused with experience. Almost all organizations will try to correct for a lack of talent by sending the employee to some kind of training. Understanding the difference between talent and education is a major insight of this book. Another astute point is that the manager will always trump upper management. No matter how great the company or its benefits package, most employees will leave if they are unhappy with their manager.
In the subsequent chapters, the authors define four "keys" that a manager should do. They devote a chapter to each of these keys, which can be summarized as recruiting the right people, motivating them, and measuring their progress. The authors, however, use the terms: Select for talent, Define the right outcome, Focus on strengths, and Find the right fit.
Bottom line: all readers should find something applicable in this book, no matter their profession. This is definitely one of the better books on leadership and management.
Customer Rating:
Summary: Indispensable Management Advice
Comment: While a very busy category with a depth of choices, this is one of the better books I've read for analyzing how to manage others. It helps to develop keener abilities into why some in management excel and achieve superior results and others never build on what they inherit. There is a buffet of statistics to back up the analysis and add credibility. This is a fine addition to anyone's library of self-improvement books to be more efficient and effective in business.
Likewise, the employee can intuitively reverse engineer the information and make his performance more in tune with superiors, and set himself up for moving up the ladder. Great book.
Customer Rating:
Summary: Very Pleased
Comment: I was very satisfied with the quality of the book shipped. The package also did not take extremely long to deliver, and the price was fair and the book of great quality.
Customer Rating: 
Summary: Good Guide for an Introspective
Comment: This book presents allot of pertinent data, which I as a reader found very useful in my understanding of proven positive work habits. The resonating theme is to work smarter and recognize that your business is unique and your solutions always need to be tailored to fit your business needs.
Customer Rating:
Summary: For tech geeks managers, a good addition to "The Mythical Man Month."
Comment: Geeks have said for a long, long time that there is easily a 10-to-1 ratio of productivity between the best developers and an average developer. There is tons of evidence to this fact... however it is still a difficult reality to swallow for some folks. In many cases, you're better off with a team of 3 good developers, than a team of 20 average developers. This book not only validates this claim, but also provides proof that this productivity ratio exists in every job role!
This was based on data from a 25-year survey by Gallup... they interviewed over 100,000 people, trying to find out who were great managers, and what they knew. Almost uniformly, they knew that the standard rules about managing people were completely bogus. They break down what attributes your employees have into 3 buckets:
* Knowledge: Basic information; "book learning." People with knowledge interview well, and test well, but that doesn't always translate into productivity. Training people "knowledge" is fast and easy.
* Skills: This is applied knowledge. A great deal of accounting and data entry is applied high-school math, but that doesn't mean any high schooler can do it. They need the skills to know when to apply what knowledge and when. Training people a "skill" takes time, and not all people are cut out for every skill.
* Talent: The most important of the bunch... somebody not only with skills and knowledge, but their brain is wired to be exceptional at this task! You can have a talent for sales, accounting, data entry, development, bartending, housekeeping, management, anything! Training people a "talent" is extraordinarily difficult, but you can find it during an interview.
This book validates what I have said for a long time: manager is a role, not a rank! Only people with the "talent" for being managers should be managers. It should not be an expected career path for all.
One talented employee is easily more valuable than 10 of her peers, across the board. This book provides sufficient examples that should make any decent manager rethink their methods of using their employees like cogs in a giant "process machine." A good manager should look for "talent," and not "skills" or "knowledge" during an interview... and then figure out a way to help their employees harness their latent talent. If so, then you will see 10 times more productivity out of a talented employee, compared to an average one.
This has nothing to do with knowledge, skills, or process... the talented ones just "get it." They see the problem, they know inherently how to solve it, and it brings them tremendous joy to solve it. Don't promote these stars to management; that's not their talent. Instead, let the exceptional employees -- like exceptional baseball players -- make more than an average manager. They call this "broad band" pay scales, and in practice they work pretty well to make sure everybody is exceptional at their role.
What about developers? They had a few things to say about them... somewhat oversimplified, but they said a common career path is from developer to systems analyst. In other words, go from designing one system, to designing integrated systems that work together.
This is a HUGE mistake.
Why? Because both roles require different talents! Developers are problem solvers, but in general they need ALL the pieces of the puzzle before they want to try to solve it. There is no feeling more frustrating to them than not being able to solve a problem because you weren't given sufficient data... or a complete specification.
To illustrate... Imagine you work at a software company. If you ask a talented developer a technical question, but you don't give sufficient information, you might have just cost your company a full day's worth of developer productivity. Why? Because the developer will seethe, and stew, and gather his buddies for a hallway bitch-session about you... which will cause others to likewise seethe and stew, and grumble about how "nobody ever gives them enough information." It all adds up to a full day lost.
It happens. I've seen it.
In contrast, a systems analysts (or architect) thrives on incomplete information. They know they are designing a system with a lot of people, a lot of requirements, a lot of needs, and thus a ton of moving parts. People don't know what they want, because nobody really knows what is possible. An architect can't wait around forever to create a specification: he needs to experiment a little. This means iteration, agility, extreme programming, and all that garbage.
It is certainly possible for one person to have both skills... but usually the best developers have a mild weakness at integrated systems, and vice versa.
Getting your manager to read this book might be tricky... "you suck! read this so you suck less!" Nevertheless, its a good book that will help you make the case that there is talent in every role... you're not asking for special treatment when you ask to play to your strengths. You're asking that your manager let you do what all great managers do.
Simple as that...
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Editorial Reviews:
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Customer Rating:
Summary: This Book Is Pure Gold
Comment:
The authors should be given credit for creating an extremely insightful book on leadership and management. Most leadership books are either a collection of war stories or an abstract view of management principles. In many cases, an author will describe how they achieved success at their company. These kinds of books can be helpful to some readers but worthless to others. This book, however, is relevant to every reader, regardless of profession. The techniques and principles described in this book are equally applicable to car dealers, engineers, programmers, and the military alike. Good leadership is the same across the board.
The authors are associated with the Gallup Organization; an entity famous for conducting polls. They used the data from interviews with over 80,000 managers in over 400 companies. From this pool of information, they identified the common characteristics of great leaders. These characteristics are the techniques that can be used to create and sustain a winning team. The authors also provide a new way to look at managers. Too often, managers are viewed as just bureaucrats. In reality, managers are leaders who look inside the company. Strategic executives, if they are doing their job, should be looking outside the company at the competition.
The book is broken into seven chapters and a series of appendices. Although the appendices provide interesting information, they are of minimal value. The relevant information is in the main chapters. The first chapter provides a key to measuring your personnel. As with everything in life, you cannot tell if you are improving or failing unless you have some way to measure progress. The authors then define talent in a way that makes it obvious to everyone. This is a crucial point. The authors bring this point home by describing how companies get it wrong. Talent is often confused with experience. Almost all organizations will try to correct for a lack of talent by sending the employee to some kind of training. Understanding the difference between talent and education is a major insight of this book. Another astute point is that the manager will always trump upper management. No matter how great the company or its benefits package, most employees will leave if they are unhappy with their manager.
In the subsequent chapters, the authors define four "keys" that a manager should do. They devote a chapter to each of these keys, which can be summarized as recruiting the right people, motivating them, and measuring their progress. The authors, however, use the terms: Select for talent, Define the right outcome, Focus on strengths, and Find the right fit.
Bottom line: all readers should find something applicable in this book, no matter their profession. This is definitely one of the better books on leadership and management.
Customer Rating:
Summary: Indispensable Management Advice
Comment: While a very busy category with a depth of choices, this is one of the better books I've read for analyzing how to manage others. It helps to develop keener abilities into why some in management excel and achieve superior results and others never build on what they inherit. There is a buffet of statistics to back up the analysis and add credibility. This is a fine addition to anyone's library of self-improvement books to be more efficient and effective in business.
Likewise, the employee can intuitively reverse engineer the information and make his performance more in tune with superiors, and set himself up for moving up the ladder. Great book.
Customer Rating:
Summary: Very Pleased
Comment: I was very satisfied with the quality of the book shipped. The package also did not take extremely long to deliver, and the price was fair and the book of great quality.
Customer Rating:
Summary: Good Guide for an Introspective
Comment: This book presents allot of pertinent data, which I as a reader found very useful in my understanding of proven positive work habits. The resonating theme is to work smarter and recognize that your business is unique and your solutions always need to be tailored to fit your business needs.
Customer Rating:
Summary: For tech geeks managers, a good addition to "The Mythical Man Month."
Comment: Geeks have said for a long, long time that there is easily a 10-to-1 ratio of productivity between the best developers and an average developer. There is tons of evidence to this fact... however it is still a difficult reality to swallow for some folks. In many cases, you're better off with a team of 3 good developers, than a team of 20 average developers. This book not only validates this claim, but also provides proof that this productivity ratio exists in every job role!
This was based on data from a 25-year survey by Gallup... they interviewed over 100,000 people, trying to find out who were great managers, and what they knew. Almost uniformly, they knew that the standard rules about managing people were completely bogus. They break down what attributes your employees have into 3 buckets:
* Knowledge: Basic information; "book learning." People with knowledge interview well, and test well, but that doesn't always translate into productivity. Training people "knowledge" is fast and easy.
* Skills: This is applied knowledge. A great deal of accounting and data entry is applied high-school math, but that doesn't mean any high schooler can do it. They need the skills to know when to apply what knowledge and when. Training people a "skill" takes time, and not all people are cut out for every skill.
* Talent: The most important of the bunch... somebody not only with skills and knowledge, but their brain is wired to be exceptional at this task! You can have a talent for sales, accounting, data entry, development, bartending, housekeeping, management, anything! Training people a "talent" is extraordinarily difficult, but you can find it during an interview.
This book validates what I have said for a long time: manager is a role, not a rank! Only people with the "talent" for being managers should be managers. It should not be an expected career path for all.
One talented employee is easily more valuable than 10 of her peers, across the board. This book provides sufficient examples that should make any decent manager rethink their methods of using their employees like cogs in a giant "process machine." A good manager should look for "talent," and not "skills" or "knowledge" during an interview... and then figure out a way to help their employees harness their latent talent. If so, then you will see 10 times more productivity out of a talented employee, compared to an average one.
This has nothing to do with knowledge, skills, or process... the talented ones just "get it." They see the problem, they know inherently how to solve it, and it brings them tremendous joy to solve it. Don't promote these stars to management; that's not their talent. Instead, let the exceptional employees -- like exceptional baseball players -- make more than an average manager. They call this "broad band" pay scales, and in practice they work pretty well to make sure everybody is exceptional at their role.
What about developers? They had a few things to say about them... somewhat oversimplified, but they said a common career path is from developer to systems analyst. In other words, go from designing one system, to designing integrated systems that work together.
This is a HUGE mistake.
Why? Because both roles require different talents! Developers are problem solvers, but in general they need ALL the pieces of the puzzle before they want to try to solve it. There is no feeling more frustrating to them than not being able to solve a problem because you weren't given sufficient data... or a complete specification.
To illustrate... Imagine you work at a software company. If you ask a talented developer a technical question, but you don't give sufficient information, you might have just cost your company a full day's worth of developer productivity. Why? Because the developer will seethe, and stew, and gather his buddies for a hallway bitch-session about you... which will cause others to likewise seethe and stew, and grumble about how "nobody ever gives them enough information." It all adds up to a full day lost.
It happens. I've seen it.
In contrast, a systems analysts (or architect) thrives on incomplete information. They know they are designing a system with a lot of people, a lot of requirements, a lot of needs, and thus a ton of moving parts. People don't know what they want, because nobody really knows what is possible. An architect can't wait around forever to create a specification: he needs to experiment a little. This means iteration, agility, extreme programming, and all that garbage.
It is certainly possible for one person to have both skills... but usually the best developers have a mild weakness at integrated systems, and vice versa.
Getting your manager to read this book might be tricky... "you suck! read this so you suck less!" Nevertheless, its a good book that will help you make the case that there is talent in every role... you're not asking for special treatment when you ask to play to your strengths. You're asking that your manager let you do what all great managers do.
Simple as that...
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