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

对于个人发展的书籍，我认为有两种。 第一种，是以拿破仑希尔和羊皮卷为代表的励志类图书。就是老罗年轻时经常看得泪流满面然后发奋图强的精神鸦片。 这类书的出发点是：作为上帝宠儿的你已经具备了成功所需要的全部才能和天赋。只要树立清晰的目标，加上无限的主观努力，你...  

《首先，打破一切常规》读后，一直困扰我的一些问题有了答案。有那种想瞌睡就有人送枕头的感觉，满舒服的。书中的才干观点与传统定义不同，对传统的用人观念是个颠覆。在相信盖洛普这个才干学说之前，我还是仔细思考过的：它的逻辑无可挑剔，它引用了人类行为科学研究的一些...  

这本书使我们脱离了一个误区，就是要发挥自己的优势而非改正自己的缺点，我们从小就被灌输有错误要改正，要不断弥补自己的不足，而根据该书的理论，每个人的“过滤器”都是一定的而且是从幼年形成的，这些已经形成了难以改变的高速公路。所以我们每个人应尽力发现优势发挥优势。  

用户评价

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！

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。

Break all rules

据说是管理入门经典。conventional wisdom有四条做法，however，great managers却有另外的对应四条做法。12个最重要的管理测评问题。一个核心：将每个员工区别对待（人尽其才，而不是试图改进缺点）