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Chapter Overview
Chapter 1: AudiobookHub Recommendation
Chapter 2: Employee happiness is the key to a thriving business.
Chapter 3: The manager dictates the level of employee satisfaction.
Chapter 4: The manager’s work is centered on mediating, not on leading others.
Chapter 5: Every person has a unique and fixed set of behaviors that truly count as talents.
Chapter 6: To build a high-performing workplace, managers must value each employee’s unique talents.
Chapter 7: Great managers identify people with the right talent for the job role.
Chapter 8: Great managers create alternative career paths, keeping employees in the best-fitting job position for their talents.
Chapter 9: Great managers prioritize achieving outcomes, not controlling their employees’ every daily move.
Chapter 10: Great managers set basic rules that ensure a baseline of customer satisfaction.
Chapter 11: Great managers prioritize excellent employees, whom they seek to develop and learn from deeply.
Chapter 12: Great managers closely analyze poor performance and work around employees’ non-talents when possible.
Description
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.
Who Should Listen
- 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