Break the Rules Fr. Sir Neal Essay

5691 Words Jan 8th, 2015 23 Pages
FIRST, BREAK ALL THE RULES
What the World’s Greatest Managers Do Differently
By Marcus Buckingham and Curt Coffman
THE SUMMARY IN BRIEF
Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess
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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. This summary of First, Break all The Rules, What the World’s Greatest Managers Do Differently (Simon & Schuster, 1999) is from Soundview Executive Book Summaries, 10 LaCrue Avenue, Concordville, PA 19331.

from Soundview Executive Book Summaries February 2000

First, Break All the Rules

THE The Measuring Stick

THE COMPLETE SUMMARY those are important to every employee, good, bad or mediocre. Therefore, they aren’t a true measure of a healthy and strong workplace. A workplace with nothing but low-performing employees but an excellent benefit plan would fare very well on a survey, but the survey responses would say nothing about how well the company attracts and keeps the best. And therein lies the folly of the “best places to work” type surveys. Just because a place is a good place to work doesn’t mean it will attract good workers. It may be a popular but weak workplace. To test this theory, The Gallup Organization surveyed 2,500 business units. After assessing their productivity, profitability, retention levels and customer ratings, employees were asked to answer the 12 questions. Consistently, the companies that ranked highest in the four measures of success had workers who answered the questions

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