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

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

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...  

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...  

整本书可以说都是围绕这样的一个理论展开的：“人是不会改变的，不要为了填补空缺而枉费心机，而应多多发挥现有优势。做到这一点已经不容易了。“这种观点与传统的木桶短板理论相违背，但正如书名，就是要打破常规。 全书是从职业经理人的角度，阐述如何对下属的管...  

有一只蝎子想过池塘，但是不会游泳。 于是它对青蛙央求到：“青蛙先生，你能驮着我过池塘吗？” 青蛙想了想说，“我必须拒绝，因为你可能会在我游泳的时候蜇我。” 蝎子反问，“我为什么要那么做呢，对我一点好处也没有，因为你死了我就会淹死”。 于是，青蛙就驮上了蝎子。 快...  

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

如何做好一个中层，注重人的天性，注重结果

如何做好一个中层，注重人的天性，注重结果

改变我们固有的想法是多么重要，特别是对每个人如何去管理的问题，我们的太多想法是愚蠢的！为什么不去读这本书。很高兴看到中文版上市，希望每个人都可以从书中得到启发！

如何做好一个中层，注重人的天性，注重结果

self discovery//最难的还是认识人 认识自己就已经很难了 更不用说认识别人 还要把这个人放在适合TA的位置上…我可能连自己有什么talent都认识不清楚…不过关于skill knowledge和talent那段醍醐灌顶 但是实践起来不容易 毕竟简历上都是skill