First, Break All the Rules: What the World's Greatest Managers Do Differently

First, Break All the Rules: What the World's Greatest Managers Do Differently

by Marcus Buckingham and Curt Coffman

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Based on Gallup's landmark study of over 80,000 managers and one million employees, this book identifies the twelve key questions that distinguish great workplaces and the four keys that great managers use to unlock human potential. It challenges conventional management wisdom by showing that the best managers focus on strengths rather than fixing weaknesses.

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Pages:
368
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In the Conversation

In this collection, First, Break All the Rules: What the World's Greatest Managers Do Differently references 4 other books.

It draws on Emotional Intelligence, The Effective Executive and The 7 Habits of Highly Effective People.

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What This Book Draws On

4

The books Coffman references and why each one mattered to the argument.

Buckingham's findings on the importance of manager-employee relationships complement Goleman's Emotional Intelligence research on how interpersonal awareness drives workplace outcomes

Emotional Intelligence

References

Emotional Intelligence

by Daniel Goleman

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Both Drucker's Effective Executive and Buckingham's Gallup research emphasize that effectiveness comes from building on strengths; Buckingham provides the large-scale empirical evidence for Drucker's principle

The Effective Executive

References

The Effective Executive

by Peter Drucker

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Buckingham's Q12 framework for measuring manager effectiveness extends Covey's habit of putting first things first by identifying the specific conditions that great managers create for their teams

Buckingham's research on what differentiates great managers reinforces Goleman's Working with Emotional Intelligence thesis that interpersonal competencies predict workplace success

Working with Emotional Intelligence

References

Working with Emotional Intelligence

by Daniel Goleman

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