First, Break All the Rules

马库斯·白金汉领导了盖洛普公司长达20年的研究，旨在识别优秀经理和良好工作环境的核心特征。他是盖洛普领导术学院的高级讲师。柯特·科夫曼在全球范围领导盖洛普工作环境评测和管理项目。他经常就如何建立高效率和顾客至上的工作环境为客户公司提供咨询。

出版者:Simon & Schuster Ltd

作者:Marcus Buckingham

页数:270

出版时间:1999-5-5

价格:GBP 18.99

装帧:Hardcover

isbn号码:9780684852867

图书标签:管理商业人力管理个人提升创新创业英语职业

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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 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. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their 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. Buckingham and Coffman 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.

读后感

阅读时间：2008年9月 题材范围：人力资源，员工管理 朋友借给我的书，断断续续用了一个月才看完。 刚写了一半，网页就消失了，只好重写，气死我了！ 随便记点吧。 员工整体满意度： 大本营-我的获取 1知道对我的工作要求 2有做好工作所需的材料和设备 一号营地-我的奉献 3有...  

这本书对我来说至少有两点启发，在工作岗位选择时，通过哪些因素和指标判断出公司的『好坏』，以及，在考虑个人发展时，如何发挥个人独特的优势获得更快的成长。 在对很多复杂问题进行分析的时候，很容易混淆哪些是现象，哪些是根本和原因。 拿最近工作上遇到的问题来举例，某...  

从小所学到的就是：克服弱点，人是可以不断改正的。 但实际上，改变可能会有，但真正的本质是不会改的，改的只是表面，实质是不会变的。 书中翻译的“才干”，我个人更愿意理解为“天分”，人人都有天分，即使是做清洁的阿姨也一样，不同的人做的效果也是不一样的。怎样在工作...  

一定要搞清楚十二个问题和四个步骤（发现才干，界定结果，发挥优势，因才适用）。这是本书的核心。其他不多说，因为更多地在于实践。当然这本书也适于自我管理，发现自己的才干。据说还有本《发现自己的优势》，准备一口气读完。  

用户评价

美国导师在研讨会课推荐的 还有关于此书的作业 挑选随意的一章写5页感想 我选的是 select talent. 还没有读完，断断续续挑着读，感觉浅显易懂，基本上全是大白话。

对管理者来说，改变一个人不如按他的能力给他合适的任务。对一个公司来说，现管直接决定公司的命运。本书不仅仅对管理者有用，对于一个雇员来说，可以用本书来判断他本人在这个经理下是否能有作为。

有不错和创意的理念，只是实践难。

我已经读两次。

有不错和创意的理念，只是实践难。