Editorial Reviews. Review. Marcus Buckingham and Curt Coffman expose the site Store; ›; site eBooks; ›; Business & Money. This amazing book explains why great managers break all the rules of This book is the first to present this essential measuring stick and to prove the link. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth.

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First, breakall the rules: whatthe world s greatest managers do differently / Marcus Buckingham andCurt Coffman. p. cm. 1. Executive ability. 2. Management . 3. First, Break All The Rules by Gallup - Gallup presents the remarkable findings of its revolutionary study of more than managers in First, Break All the. Compre o livro First, Break All the Rules: What the World's Greatest Managers Do Differently na confira as ofertas para livros em inglês e.

Is there someone at work who encoura The best managers are those that build a work environment where the employees answer positively to these 12 Questions: 1.

Is there someone at work who encourages my development? At work, do my opinions count?

Are my co-workers committed to doing quality work? Do I have a best friend at work?

First, Break All The Rules

In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? Key Ideas: The best managers reject conventional wisdom. The best managers treat every employee as an individual.

The best managers never try to fix weaknesses; instead they focus on strengths and talent. The best managers know they are on stage everyday. They know their people are watching every move they make.

Measuring employee satisfaction is vital information for your investors. People leave their immediate managers, not the companies they work for.

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First, Break All the Rules

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Areas where they are doing well are given a cursory once-over. Make very few promises to your people, and keep them all. But mostly I was just interested inwho they were. Given the pace of change in today's business world, one of the most valuable commodities a com panycan possess is the employees' "benefit of the doubt.

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