First, Break all the Rules Buchzusammenfassung - das Wichtigste aus First, Break all the Rules

Einleitung anhören

00:00

Zusammenfassung von First, Break all the Rules

Name: First, Break all the Rules
Rating: 4.2 (130 reviews)
Author: Marcus Buckingham and Curt Coffman

Marcus Buckingham and Curt Coffman

What the World’s Greatest Managers Do Differently

4.2 (130 Bewertungen)

26 Min.

Themen

Unternehmertum Führung

Inhaltsübersicht

First, Break all the Rules
in 12 Kernaussagen verstehen

Audio & Text in der Blinkist App

Kernaussage 1 von 12

What’s in it for me?

The role of a manager in a workplace is not an easy one. At the end of the day, the performance of employees is the primary factor impacting the success of a business, and it is the manager’s job to ensure that performance hits its peak.

Much has been written about how managers can fulfill their role effectively, but what if all the conventional wisdom about management is in fact wrong? Instead of taking for granted the age-old adages of management, First, Break All the Rules examines the practices used by truly great managers.

These blinks explain on a practical level how managers can find the right employees for the right roles and keep them satisfied with their jobs. You’ll also find out how to walk the tightrope of allowing employees independence while ensuring the quality of their work through guidance and control. Finally, you’ll also find out how to deal with situations where an employee is not performing in line with expectations.

Employee satisfaction is the key to a successful business.

There are many ways to increase revenues for a company, yet most of these techniques result in only short-lived growth. In fact, a successful business – one which can sustain growth – can be based only on consistently good performance, which has much more to do with how things are managed within the business.

In other words, at the heart of a successful business is a strong and high-performing workplace.

The success of any business can be based only on a revenue stream that’s robust and sustainable. Such a stream is not generated by techniques like slashing prices or opening a new location, but is the result of a growing base of loyal customers. Growing such a loyal customer base requires that those customers feel satisfied with a company’s excellent products and services.

So, how can a company create such a strong, high-performing workplace?

The key lies in satisfied employees: the more satisfied an employee is, the more she’ll contribute to building and maintaining a strong workplace.

Why is that?

For one thing, satisfied employees are more engaged in their work, and because of their stronger commitment they greatly contribute to higher productivity.

Another reason is that employees’ commitment often has an indirect effect on company profits. A satisfied, engaged employee is more likely to save energy (by, for example, making sure to turn off the lights) and negotiate prices, and less likely to steal from the company.

Finally, such engaged employees will probably also stay longer with the company, and are more likely to be friendlier towards customers because they care greatly about how the company is perceived.

So, in order to be successful in the long term, companies must build strong workplaces where performance is consistently high. Ensuring that employees are satisfied in their roles is a sure-fire way of creating such a workplace.

The manager determines the degree of employee satisfaction.

If the key to a successful business is the satisfaction of its employees, then what’s the key to that satisfaction?

The manager.

The work of the manager is centered on mediating, not leading.

To become a great manager you must first let go of popular management principles and learn what the essence of your job really is.

The first thing to understand is that a manager is not a leader.

Each person has a unique and unchanging set of behaviors which can be considered talents.

Although all great managers have their own individual styles of management, there is one central maxim they all share:

Every person is unique. They have a unique way of thinking and relating to the world, and are motivated in ways specific to them.

To create a high-performing workplace, managers must consider each employee’s unique talents.

The fact that each person has his or her unique and unchangeable set of behaviors means that, for managers, this must be translated into management guidelines.

This is because each employee’s unique nature plays a crucial role in their individual job performance.

Great managers find people who have the right talent for the job.

As we have seen, the snug fit of an employee’s talents with company demands contributes greatly to good performance.

But how do great managers find such employees? And how do they decide which qualities they’re looking for?

Great managers establish alternative career paths for employees, thereby keeping them in the best-fitting job position.

Gathering a team of talented employees is not enough.Managers must also make sure that employees’ talents are actually put to use properly.

What often gets in the way of achieving this is the conventional career path – a model of progress with many flaws.

Great managers focus on reaching desired outcomes, not on controlling their employees.

Ultimately, the results of management lie in the employees’ performance. For this reason, great managers shift their attention away from controlling employees and onto employees’ performance results and outcomes.

Behind this is the manager’s awareness that they have only limited control over workers. For a start, managers are not the ones who actually do the work that may lead to the results they desire. All they can do is motivate their employees to do it. Thus the manager’s control should be reconceptualized as a mediated form of control – or, “remote control.”

Great managers establish basic rules that ensure a baseline of customer satisfaction.

While great managers allow employees to be individuals, that doesn’t mean employees are free to do whatever they wish.

Indeed, in terms of certain aspects, there are some rules employees must adhere to.

Great managers focus on excellent employees, who they try to develop and learn from.

Great managers establish successful, personal relationships with employees, and they do this in order to help those employees to develop.

They also spend a lot of time with their best employees, trying to understand not only their talents, but all aspects of their lives. It’s only by knowing their employees this well that great managers are able to choose the right ways to develop them.

Great managers carefully analyze poor performance and try to work around employees' non-talents.

Because great managers focus on performance, they immediately address any performance that’s not meeting their expectations.

Rather than drawing hasty conclusions about poor performance, great managers first analyze the situation. For instance, they will try to determine whether poor performance is caused by lack of teachable skills or knowledge. If so, the right training will likely improve performance.

Final Summary

The key message in this book:

Each person has a unique set of talents which make him or her the right fit for a certain job. Successful management encourages and helps employees to develop these innate talents and to become even better at what – thanks to their natural inclinations – they’re already good at.

Du möchtest die gesamte Zusammenfassung von First, Break all the Rules sehen?

Kernaussagen in First, Break all the Rules

Mehr Wissen in weniger Zeit

Sachbücher auf den Punkt gebracht

Kernaussagen aus Sachbüchern in ca. 15 Minuten pro Titel lesen & anhören mit den „Blinks”

Zeitsparende Empfehlungen

Titel, die dein Leben bereichern, passend zu deinen Interessen und Zielen

Podcasts in Kurzform ^Neu

Kernaussagen wichtiger Podcasts im Kurzformat mit den neuen „Shortcasts”

Worum geht es in First, Break all the Rules?

First, Break all the Rules (1999) shows how great management differs from conventional approaches. The authors demonstrate how some commonly held notions about career and management are actually misleading. Based on interviews conducted with successful managers (research that the authors did for Gallup) the book introduces its readers to the key notions that great managers – those who get their employees to achieve performance excellence – use in their jobs.

Wer First, Break all the Rules lesen sollte

Anyone who wants to understand what jobs they might be best suited to
Anyone who wants to better understand their manager’s staffing decisions
Unit leaders, managers, human resource professionals

Über den Autor

Marcus Buckingham and Curt Coffman both have a background in business consulting and business research. At the time the book was published, they worked for the Gallup Organization, a global performance management consulting company. Both Buckingham and Coffman have started consulting and management training companies of their own, and have written other bestselling business books.

Kategorien mit First, Break all the Rules

Unternehmertum Management & Leadership

Ähnlich wie First, Break all the Rules

The First-Time Manager

Loren B. Belker

The go-to guide with trusted best practices for new managers

Women, Work, and the Will to Lead

Brave work. Tough conversations. Whole hearts.

Why Some Teams Pull Together and Others Don’t

19 min

4.3

The Five Dysfunctions of a Team

How the Best Leaders Make Everyone Smarter

Elevating Humanity Through Business

23 min

4.4

The Ultimate Guide to Great Mentorship

Scott Jeffrey Miller

13 Roles to Making a True Impact

12 min

4.0

Leadership Blindspots

Robert Bruce Shaw

How Successful Leaders Identify and Overcome the Weaknesses that Matter

Empower Your Team To Reach Their Full Potential and Build A Business That Builds Leaders

17 min

4.5

Leadership and Self-Deception

The Arbinger Institute

Getting Out of the Box

18 min

4.4

The 21 Irrefutable Laws of Leadership

John C. Maxwell

Follow Them and People Will Follow You

Own Your Morning. Elevate Your Life.

How Constant Innovation Creates Radically Successful Businesses

18 min

4.6

Now, Discover Your Strengths

Marcus Buckingham

How To Develop Your Talents and Those of the People You Manage

12 min

4.1

How to Measure Anything

Douglas W. Hubbard

Finding the Value of "Intangibles" in Business

16 min

4.1

What They Don’t Teach You at Harvard Business School

Mark H. McCormack

Notes From a Street-Smart Executive

14 min

4.0

Mindful Self-Discipline

Giovanni Dienstmann

Living with Purpose and Achieving Your Goals in a World of Distractions

18 min

4.5

The Coaching Habit

Michael Bungay Stanier

Say Less, Ask More & Change the Way You Lead Forever

Lead like your employees want you to lead

The Surprising Truth About Moving Others

16 min

4.5

The Great Money Reset

Jill Schlesinger

Change Your Work, Change Your Wealth, Change Your Life

Say Less to Get More from Any Pitch or Presentation

27 min

4.5

How to Day Trade for a Living

The 48 Laws of Power (New Version)

Robert Greene

The secret methods to getting what you want

A Practical Guide to Leadership That Matters

The Secrets of Highly Successful Groups

The Tactics, Routines and Habits of Billionaires, Icons and World-Class Performers

16 min

3.8

21 Lessons for the 21st Century

Yuval Noah Harari

Future proof yourself against the 21st Century

20 min

4.4

Crucial Conversations

Kerry Patterson

Tools for Talking When Stakes Are High

20 min

4.2

Man’s Search for Meaning

Viktor Frankl

The harrowing experiences of the author in a concentration camp

Developing Mental Agility and Resilience to Thrive in Uncertainty

16 min

4.3

Dare to Lead (New Version)

Brené Brown

Brave work. Tough conversations. Whole hearts.

21 min

4.3

I Will Teach You To Be Rich

Ramit Sethi

The easy approach to smart banking, saving, spending and investing

17 min

4.0

7 Strategies for Wealth & Happiness

Jim Rohn

Power Ideas from America's Foremost Business Philosopher

A Mindful Approach to Nonviolent Communication

32 min

4.6

Rewire Your Ocd Brain

Catherine M. Pittman

Powerful Neuroscience-Based Skills to Break Free from Obsessive Thoughts and Fears

The Secret to Achieving More with Less

18 min

4.4

Nice Girls Don’t Get the Corner Office

Lois P. Frankel

Unconscious Mistakes Women Make That Sabotage Their Careers

The Japanese Method for Transforming Habits, One Small Step at a Time

18 min

4.6

Developing the Leader Within You

John C. Maxwell

Discover the Biblical Foundations for Leadership

16 min

4.4

Everyone Deserves a Great Manager

Scott Jeffrey Miller

The 6 Critical Practices for Leading a Team

Successful Habits of Visionary Companies

A Daring Strategy to Change How We Live, Lead, and Love

15 min

3.4

Surely You're Joking, Mr. Feynman!

Richard P. Feynman

Adventures of a Curious Character

Fire Your Boss, Do What You Love and Work Better to Live More

20 min

4.5

Great by Choice

Jim Collins and Morten T. Hansen

Uncertainty, Chaos, and Luck – Why Some Thrive Despite Them All

Jumpstart Your Income, Your Life, Your Success

New Rules for the Next Generation of Leaders

How to Move up, Win at Work, and Succeed with Any Type of Boss

20 min

4.0

❤️ für Blinkist️️️

Ines S.

Ich bin begeistert. Ich liebe Bücher aber durch zwei kleine Kinder komme ich einfach nicht zum Lesen. Und ja, viele Bücher haben viel bla bla und die Quintessenz ist eigentlich ein Bruchteil.

Genau dafür ist Blinkist total genial! Es wird auf das Wesentliche reduziert, die Blinks sind gut verständlich, gut zusammengefasst und auch hörbar! Das ist super. 80 Euro für ein ganzes Jahr klingt viel, aber dafür unbegrenzt Zugriff auf 3000 Bücher. Und dieses Wissen und die Zeitersparnis ist unbezahlbar.

Ekaterina S.

Extrem empfehlenswert. Statt sinnlos im Facebook zu scrollen höre ich jetzt täglich zwischen 3-4 "Bücher". Bei manchen wird schnelle klar, dass der Kauf unnötig ist, da schon das wichtigste zusammen gefasst wurde..bei anderen macht es Lust doch das Buch selbständig zu lesen. Wirklich toll

Nils S.

Einer der besten, bequemsten und sinnvollsten Apps die auf ein Handy gehören. Jeden morgen 15-20 Minuten für die eigene Weiterbildung/Entwicklung oder Wissen.

Julia P.

Viele tolle Bücher, auf deren Kernaussagen reduziert- präzise und ansprechend zusammengefasst. Endlich habe ich das Gefühl, Zeit für Bücher zu finden, für die ich sonst keine Zeit habe.