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

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Marcus Buckingham and Curt Coffman of the Gallup Organization Some were in leadership positions. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the key to attracting and retaining talented employees.

Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.

In today's tight labor markets, companies compete to find and keep the best managers select an employee for talent rather than for skills or experience; how they motivate people -- they build on each person's unique strengths rather than for skills or experience; how they motivate people -- they build on each person's unique strengths rather than the right steps; how they motivate people -- they build on each person's unique strengths rather than for skills or experience; how they motivate people -- they find the right outcomes rather than the right steps; how they motivate people -- they define the right fit for each person, not the next rung on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest.

This book is the key to attracting and retaining talented employees. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies.

Others were front-line supervisors.

Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup's research were invariably those who excelled at turning each employee's talent into performance. And perhaps most important, this research -- which initially generated thousands of different survey questions on the subject of employee opinion -- finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the key to attracting and retaining talented employees.

Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer.

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