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BOOK REVIEW
By
Sanjeev Kumar N
Lakshminarayanan S
Marcus Buckingham (born January 11, 1966)
• a British-American author, researcher, motivational
speaker and business consu...
1. First, Break All The Rules (with Curt Coffman; Simon & Schuster, 1999)
2. Now, Discover Your Strengths (with Donald O. ...
First, Break all the rules
 This book is the product of two mammoth research studies undertaken by the
Gallup Organizatio...
"What do the most talented Employees need from their Workplace?“
• Charismatic leaders.
• Generous benefits.
• World-class...
"How do the world’s greatest managers find, focus, and keep
talented employees?“
The greatest managers in the world do not...
BREAK RULES OF
CONVENTIONAL WISDOM
 Real Examples
 Interview Excerpts
 Stories
 Games
The Measuring Stick
Measuring strength of the Workplace.
12 Questions
�1. Do I know what is expected of me at work?
�2. Do I have the materials and equipment I need to do my work ...
12 Questions... contd
�7. At work, do my opinions seem to count?
�8. Does the mission/purpose of my company make me feel m...
Mountain Climbing
Why is there an order to the twelve questions ?
Mountain Climbing
Summit
How can we
all grow ?
Do I belong here ?
What do I give ?
What do I get ?
Yes to all 12
Questions
Questions
11 & 12...
Base Camp : What do I get ?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need t...
Camp 1 : What do I give ?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days,...
Camp 2 : Do I belong here ?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me fe...
Camp 3 : How can we all grow ?
11. In the last six months, has someone at work talked to me about my progress?
12. This la...
Wisdom of Great Managers
What is the revolutionary insight shared by all
great managers?"
Scorpion and the Frog
Scorpion and the Frog
“
People don't change that much.
Don't waste time trying to put in what was left out.
Try to draw out what was left in.
Th...
Role of a Manager
• The manager role is the "catalyst" role.
• Speeds up the reaction between the employee's talents and t...
Core activities of a Manager
1. Select a person
2. Set Expectations
3. Motivate the person and
4. Develop the person
A Gre...
4 Keys of Great Managers
1st KEY - SELECT FOR TALENT
TALENT
• Defined as “a recurring pattern of thought, feeling, or behaviour that can be
productively applied”.
• Talents ar...
ELEMENTS OF PERFORMANCE
TALENT vs SKILLS vs KNOWLEDGE
MILL1ON
TALENT vs SKILLS vs KNOWLEDGE
P A YA
TALENT vs SKILLS vs KNOWLEDGE
TEMPER TUREA
TALENT vs SKILLS vs KNOWLEDGE
1) THOUGHT
BUT
2) THOUGHT
MATCHING A PERSON AND THE ROLE
• Know what talents you are looking for
• Study your best
2nd KEY - DEFINE THE RIGHT OUTCOMES
"Why is it so hard to manage people well?"
• No matter how carefully you selected for certain talents, each of your people...
TEMPTATIONS
• Perfect people
• My people don’t have enough talent.
• Trust is precious – it must be earned.
• Some outcome...
RULES OF THUMB
RULE OF THUMB #1 : DON'T BREAK THE BANK'
RULE OF THUMB #2 : STANDARDS RULE
RULE OF THUMB #3 : DON’T LED THE...
"HOW DO YOU KNOW IF THE OUTCOMES ARE RIGHT?"
3rd KEY - FOCUS ON STRENGTHS
"How do great managers release each person's potential?"
• What drives each one, how each one thinks, how each builds rela...
Turn a harmful weakness into an irrelevant non-talent
• The difference between weakness and non-talent.
• Devise a support...
4th KEY - FINDING THE RIGHT FIT
"What's wrong with the old career path?"
"How do great managers terminate someone and still keep
the relationship intact?"
MANAGER-ASSISTED CAREER SUICIDE
Turning the Keys:
A Practical Guide
Summary and learnings
• Great Managers routinely break the rules.
• They take the conventional wisdom about human nature a...
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
First break the rules: Book Review
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First break the rules: Book Review

This book is the product of two mammoth research studies undertaken by the Gallup Organization written by Marcus Buckingham . Based on the research findings that lasted for 25 years. This book gives voice to one million employees and 80,000 managers. First research focused on : "What do the most talented employees need from their workplace?" Second research effort dealt with : "How do the world’s greatest managers find, focus, and keep talented employees?"
About the author:
Marcus Buckingham (born January 11, 1966), a British American author, researcher, motivational speaker and business consultant. Holds a degree in Social and Political Sciences from Cambridge University. Top ten business thinkers in the world according to Thinkers50 Summit (co-sponsored by Forbes and HBR). Only author with two books on the “Top 100 business books of all time” by Jack Covert

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First break the rules: Book Review

  1. 1. BOOK REVIEW By Sanjeev Kumar N Lakshminarayanan S
  2. 2. Marcus Buckingham (born January 11, 1966) • a British-American author, researcher, motivational speaker and business consultant • Holds a degree in Social and Political Sciences from Cambridge University • Top ten business thinkers in the world according to Thinkers50 Summit (co-sponsored by Forbes and HBR) • Only author with two books on the “Top 100 business books of all time” by Jack Covert Author
  3. 3. 1. First, Break All The Rules (with Curt Coffman; Simon & Schuster, 1999) 2. Now, Discover Your Strengths (with Donald O. Clifton; The Free Press, 2001) 3. The One Thing You Need to Know (The Free Press, 2005) 4. Go Put Your Strengths to Work (The Free Press, 2007) 5. The Truth About You (Thomas Nelson, 2008) 6. Find Your Strongest Life (Thomas Nelson, 2009) 7. Standout: The Ground-breaking New Strengths Assessment from the Leader of the Strengths Revolution (Thomas Nelson, 2011) 8. Standout 2.0: Assess Your Strengths. Find Your Edge. Win at Work. (Harvard Business Review Press, 2015) Publications
  4. 4. First, Break all the rules  This book is the product of two mammoth research studies undertaken by the Gallup Organization.  Based on the research findings that lasted for 25 years  This book gives voice to one million employees and 80,000 managers.  First resarch focused on : "What do the most talented employees need from their workplace?"  Second research effort dealt with : "How do the world’s greatest managers find, focus, and keep talented employees?"
  5. 5. "What do the most talented Employees need from their Workplace?“ • Charismatic leaders. • Generous benefits. • World-class training programs. • Talented Employees need great managers !!!! Research 1
  6. 6. "How do the world’s greatest managers find, focus, and keep talented employees?“ The greatest managers in the world do not have much in common. They are of different sexes, races, and ages. They employ vastly different styles and focus on different goals. But despite their differences, these great managers do share one thing Research 2
  7. 7. BREAK RULES OF CONVENTIONAL WISDOM
  8. 8.  Real Examples  Interview Excerpts  Stories  Games
  9. 9. The Measuring Stick Measuring strength of the Workplace.
  10. 10. 12 Questions �1. Do I know what is expected of me at work? �2. Do I have the materials and equipment I need to do my work right? �3. At work, do I have the opportunity to do what I do best every day? �4. In the last seven days, have I received recognition or praise for doing good work? �5. Does my supervisor, or someone at work, seem to care about me as a person? �6. Is there someone at work who encourages my development?
  11. 11. 12 Questions... contd �7. At work, do my opinions seem to count? �8. Does the mission/purpose of my company make me feel my job is important? �9. Are my co-workers committed to doing quality work? �10. Do I have a best friend at work? �11. In the last six months, has someone at work talked to me about my progress? �12. This last year, have I had opportunities at work to learn and grow?
  12. 12. Mountain Climbing Why is there an order to the twelve questions ?
  13. 13. Mountain Climbing
  14. 14. Summit How can we all grow ? Do I belong here ? What do I give ? What do I get ? Yes to all 12 Questions Questions 11 & 12 Questions 7 to 10 Questions 3 to 6 Question 1 & 2 Getting great at what you do
  15. 15. Base Camp : What do I get ? 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right?
  16. 16. Camp 1 : What do I give ? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development?
  17. 17. Camp 2 : Do I belong here ? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work?
  18. 18. Camp 3 : How can we all grow ? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? Great managers focus and spend more time in the base camp and camp 1.
  19. 19. Wisdom of Great Managers What is the revolutionary insight shared by all great managers?"
  20. 20. Scorpion and the Frog
  21. 21. Scorpion and the Frog
  22. 22. “ People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.
  23. 23. Role of a Manager • The manager role is the "catalyst" role. • Speeds up the reaction between the employee's talents and the company's goals, and between the employee's talents and the customers' needs
  24. 24. Core activities of a Manager 1. Select a person 2. Set Expectations 3. Motivate the person and 4. Develop the person A Great Manager breaks the Rules of Conventional wisdom in all these activities
  25. 25. 4 Keys of Great Managers
  26. 26. 1st KEY - SELECT FOR TALENT
  27. 27. TALENT • Defined as “a recurring pattern of thought, feeling, or behaviour that can be productively applied”. • Talents are the driving force behind an individual’s job performance. • Skills and Knowledge can be taught whereas talents cannot be taught.
  28. 28. ELEMENTS OF PERFORMANCE
  29. 29. TALENT vs SKILLS vs KNOWLEDGE MILL1ON
  30. 30. TALENT vs SKILLS vs KNOWLEDGE P A YA
  31. 31. TALENT vs SKILLS vs KNOWLEDGE TEMPER TUREA
  32. 32. TALENT vs SKILLS vs KNOWLEDGE 1) THOUGHT BUT 2) THOUGHT
  33. 33. MATCHING A PERSON AND THE ROLE • Know what talents you are looking for • Study your best
  34. 34. 2nd KEY - DEFINE THE RIGHT OUTCOMES
  35. 35. "Why is it so hard to manage people well?" • No matter how carefully you selected for certain talents, each of your people arrived with his own style, his own needs, and his own motivations. • Allowing each person to make all of his own decisions may well result in a team of fully self-actualized employees, but it may not be a very productive team.
  36. 36. TEMPTATIONS • Perfect people • My people don’t have enough talent. • Trust is precious – it must be earned. • Some outcomes defy definition
  37. 37. RULES OF THUMB RULE OF THUMB #1 : DON'T BREAK THE BANK' RULE OF THUMB #2 : STANDARDS RULE RULE OF THUMB #3 : DON’T LED THE CREED OVERSHADOW THE MESSAGE RULE OF THUMB #4 : THERE ARE NO STEPS LEADING TO CUSTOMER SATISFACTION
  38. 38. "HOW DO YOU KNOW IF THE OUTCOMES ARE RIGHT?"
  39. 39. 3rd KEY - FOCUS ON STRENGTHS
  40. 40. "How do great managers release each person's potential?" • What drives each one, how each one thinks, how each builds relationships. • Show respect for each person.
  41. 41. Turn a harmful weakness into an irrelevant non-talent • The difference between weakness and non-talent. • Devise a support system. • Find a complementary partner. • Find an alternative role.
  42. 42. 4th KEY - FINDING THE RIGHT FIT
  43. 43. "What's wrong with the old career path?"
  44. 44. "How do great managers terminate someone and still keep the relationship intact?" MANAGER-ASSISTED CAREER SUICIDE
  45. 45. Turning the Keys: A Practical Guide
  46. 46. Summary and learnings • Great Managers routinely break the rules. • They take the conventional wisdom about human nature and managing people and turn it upside down. • Twelve simple questions to understand whether your workplace will attract and keep the best employees. • The first key to select employees based on talent rather than experience and intelligence. • The second key is to evaluate performance based on desire outcomes rather than direct control over the way a worker performs his or her job. • The third key to great management is to reject the conventional wisdom that people can be fixed • The fourth and final keys is to fund the right fit for your employee’s talents
  • sradhajohns

    Sep. 13, 2018
  • gandhirajat28

    Nov. 14, 2017

This book is the product of two mammoth research studies undertaken by the Gallup Organization written by Marcus Buckingham . Based on the research findings that lasted for 25 years. This book gives voice to one million employees and 80,000 managers. First research focused on : "What do the most talented employees need from their workplace?" Second research effort dealt with : "How do the world’s greatest managers find, focus, and keep talented employees?" About the author: Marcus Buckingham (born January 11, 1966), a British American author, researcher, motivational speaker and business consultant. Holds a degree in Social and Political Sciences from Cambridge University. Top ten business thinkers in the world according to Thinkers50 Summit (co-sponsored by Forbes and HBR). Only author with two books on the “Top 100 business books of all time” by Jack Covert

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