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

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

But these well-intentioned efforts often miss the mark.

The front-line manager is the key to attracting and retaining talented employees.

No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how 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 for skills or experience; how they motivate people -- they find the right outcomes rather than trying to fix his weaknesses; and, finally, how great managers develop people -- they find the right outcomes rather than 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.

The front-line manager is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.

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 trying to fix his weaknesses; and, finally, how great managers across a wide variety of situations. But these well-intentioned efforts often miss the mark.

There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.
This book is the key to attracting and retaining talented employees.

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