Professional Documents
Culture Documents
Break
All the
Rules
What the World’s
Greatest Managers
Do Differently
Marcus Buckingham
And Curt Coffman
Marcus Buckingham (born January 11,1966)
• a British-American author, researcher, motivational
speaker and business consultant
• This b00k pives voice IO one million employees anJ 80,06 managers.
• First resarch focused on°\¥hat do the most talented empIo\ees ned Ir0m
their xortplace ig
Analysis of yerforntance dnto froit1 over 2,ñ00 business uni'ts ni1rI over
105,000 employees
esti ns
1. Do I know x’v hat is ex meeted of me at 'work?
3. At \’vo rk, ‹io I Ilaue the o pj›o rtunity to do \’vInat I do bekt evei-y ‹lay 7
8. DOWN tlfie p ui- OkP Of my com pany m ake me f»I like my ¥'/o rk is im po rtant7
However, deep within all these variations, there was one insight, one shared wisdom, to which all of
these great managers kept returning.
What Great Managers Know
"What is the revolutionary insight shared by all great managers?"
Select a person
Set expectations
Motivate the person
When developing someone, they help him find the right fit. . .
not simply the next rung on the ladder.
Chapter - 3
The First Key : Select for Talent
Talent: How Great Managers
Define It
"Why does every role, performed at excellence, require talent?”
TALENT:
"a recurring pattern of thought, feeling, or behavior that can be productively applied."
The Right Stuff
"Why is talent more important than experience, brainpower, and will power?”
he recurring patterns of behavior that it creates, is enduring. In the most important ways people are permanently, wonderf
Skills, Knowledge, and Talents
"What is the difference among the three?"
Talent •
•
Cannot be taught
4- line highways of your mind
• Recurrent patterns of thoughts, feelings, or behaviors
• Difficult to transfer
Can be taught
Skills “ How to do” of a role
Transferable
Thinking Talents
The HOW of a person: How each person thinks, weights alternatives, comes to d
Relating Talents
he WHO of a person: Whom people trust, builds relationships, confronts, ignores.
The World According to Talent
"Which myths can we now dispel?"
MYTH #2: "SOME ROLES ARE SO EASY, THEY DON'T REQUIRE TALENT"
Talent: How Great Managers Find It
"Why are great managers so good at selecting for talent?"
John Wooden, the legendary coach of the UCLA Bruins, puts it pragmatically:
"No matter how you total success in the coaching profession, it all
comes down to a single factor—talent. There may be a hundred great
coaches of whom you have never heard in basketball, football, or any
sport who will probably never receive the acclaim they deserve simply
because they have not been blessed with the talent. Although not every
coach can win consistently with talent, no coach can win without it."
Chapter - 4
The Second Key: Define
the Right
Outcomes
• We actually have less control than the people who report to us.
• Each one has his/her own style.
• People don’t change that much.
• manager's most basic responsibility is to focus people
toward performance.
• Solution - Define the right outcomes and then let each person
find his own route toward those outcomes.
Temptations
"Why do so many managers try to control their people?"
Find an
alternativ e role
Find a
complementary partner
Devise a support
system
Identify if it is
a weakness or non talent
Chapter - 6
FOURTH KEY:
FIND THE RIGHT FIT
A Practical Guide
t The art of performance management
Keep the routine SIMPLE
M]OflOQRM]Rfl#O U
company con use to breob
through ‘conuenl2onal
wisdom’s’ honlcades
End thought