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First, break all the rules : what the world's greatest managers do differently

Author: Marcus Buckingham; Curt Coffman
Publisher: New York, NY. : Simon & Schuster, ©1999.
Edition/Format:   Book : EnglishView all editions and formats
Database:WorldCat
Summary:
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. The authors explain how the best managers select an  Read more...
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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Marcus Buckingham; Curt Coffman
ISBN: 0684852861 9780684852867
OCLC Number: 40762827
Description: 271 p. ; 24 cm.
Contents: Introduction : breaking all the rules --
Chapter 1. The measuring stick. A disaster off the Scilly Isles : what do we know to be important but are unable to measure? --
The measuring stick : how can you measure human capital? --
Putting the twelve to the test : does the measuring stick link to business outcomes? --
A case in point : what do these discoveries mean for one particular company? --
Mountain climbing : why is there an order to the twelve questions? --
Chapter 2. The wisdom of great managers. Words from the wise : whom did Gallup interview? --
What great managers know : what is the revolutionary insight shared by all great managers? --
What great managers do : what are the four basic roles of a great manager? --
The four keys : how do great managers play these roles? --
Chapter 3. The first key : select for talent. Talent : how great managers define it : why does every role, performed at excellence, require talent? --
The right stuff : why is talent more important than experience, brainpower, and willpower? --
The decade of the brain : how much of a person can the manager change?--
Skills, knowledge, and talents : what is the difference among the three? --
The world according to talent : which myths can we now dispel? --
Talent : how great managers find it : why are great managers so good at selecting for talent? --
A word from the coach : John Wooden, on the importance of talent --
Chapter 4. The second key : define the right outcomes. Managing by remote control : why is it so hard to manage people well? --
Temptations : why do so many managers try to control their people? --
Rules of thumb : when and how do great managers rely on steps? --
What do you get paid to do? : how do you know if the outcomes are right? --
Chapter 5. The third key : focus on strengths. Let them become more of who they already are : how do great managers release each person's potential? --
Tales of transformation : why is it so tempting to try to fix people? --
Casting is everything : how do great managers cultivate excellent performance so consistently? --
Manage by exception : why great managers break the Golden Rule? --
Spend the most time with your best people : why do great managers play favorites? --
How to manage around a weakness : how do great manager turn a harmful weakness into an irrelevant nontalent? --
Chapter 6. The fourth key : find the right fit. The blind, breathless climb : what's wrong with the old career path? --
One rung doesn't necessarily lead to another : why do we keep promoting people to their level of incompetence? --
Create heroes in every role : how to solve the shortage of respect --
Three stories and a new career : what is the force driving the new career? --
The art of tough love : how do great managers terminate someone and still keep the relationship intact? --
Chapter 7. Turning the keys : a practical guide. The art of interviewing for talent : which are the right questions to ask? --
Performance management : how do great managers turn the last three keys every day, with every employee? --
Keys of your own : can an employee turn these keys? --
Master keys : what can the company do to create a friendly climate for great managers? --
Gathering force --
Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? --
Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? --
Appendix C. A selection of talents : which talents are found most frequently across all roles? --
Appendix D. Finding the twelve questions : how did Gallup find the twelve questions --
Appendix E. The meta-analysis : what are the details of the meta-analysis?.
Other Titles: What the world's greatest managers do differently
Responsibility: Marcus Buckingham and Curt Coffman.
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Abstract:

Explains how good managers can select, focus, motivate, and develop their employees in order to transform talent into performance.  Read more...

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"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their Read more...

 
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Review for the best book by Marcus

by riomukti21 (WorldCat user published 2013-03-10) Fair Permalink
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certainly deserves attention as weel-known and popular in the world

by supraonline (WorldCat user published 2012-02-22) Very Good Permalink
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schema:description"Introduction : breaking all the rules -- Chapter 1. The measuring stick. A disaster off the Scilly Isles : what do we know to be important but are unable to measure? -- The measuring stick : how can you measure human capital? -- Putting the twelve to the test : does the measuring stick link to business outcomes? -- A case in point : what do these discoveries mean for one particular company? -- Mountain climbing : why is there an order to the twelve questions? -- Chapter 2. The wisdom of great managers. Words from the wise : whom did Gallup interview? -- What great managers know : what is the revolutionary insight shared by all great managers? -- What great managers do : what are the four basic roles of a great manager? -- The four keys : how do great managers play these roles? -- Chapter 3. The first key : select for talent. Talent : how great managers define it : why does every role, performed at excellence, require talent? -- The right stuff : why is talent more important than experience, brainpower, and willpower? -- The decade of the brain : how much of a person can the manager change?-- Skills, knowledge, and talents : what is the difference among the three? -- The world according to talent : which myths can we now dispel? -- Talent : how great managers find it : why are great managers so good at selecting for talent? -- A word from the coach : John Wooden, on the importance of talent -- Chapter 4. The second key : define the right outcomes. Managing by remote control : why is it so hard to manage people well? -- Temptations : why do so many managers try to control their people? -- Rules of thumb : when and how do great managers rely on steps? -- What do you get paid to do? : how do you know if the outcomes are right? -- Chapter 5. The third key : focus on strengths. Let them become more of who they already are : how do great managers release each person's potential? -- Tales of transformation : why is it so tempting to try to fix people? -- Casting is everything : how do great managers cultivate excellent performance so consistently? -- Manage by exception : why great managers break the Golden Rule? -- Spend the most time with your best people : why do great managers play favorites? -- How to manage around a weakness : how do great manager turn a harmful weakness into an irrelevant nontalent? -- Chapter 6. The fourth key : find the right fit. The blind, breathless climb : what's wrong with the old career path? -- One rung doesn't necessarily lead to another : why do we keep promoting people to their level of incompetence? -- Create heroes in every role : how to solve the shortage of respect -- Three stories and a new career : what is the force driving the new career? -- The art of tough love : how do great managers terminate someone and still keep the relationship intact? -- Chapter 7. Turning the keys : a practical guide. The art of interviewing for talent : which are the right questions to ask? -- Performance management : how do great managers turn the last three keys every day, with every employee? -- Keys of your own : can an employee turn these keys? -- Master keys : what can the company do to create a friendly climate for great managers? -- Gathering force -- Appendix A. The Gallup path to business performance : what is the path to sustained increase in shareholder value? -- Appendix B. What the great managers said : what did great managers say to the three questions quoted in chapter 2? -- Appendix C. A selection of talents : which talents are found most frequently across all roles? -- Appendix D. Finding the twelve questions : how did Gallup find the twelve questions -- Appendix E. The meta-analysis : what are the details of the meta-analysis?."@en
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