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First Break All The
Rules
By:- Markus Buckingham & Curt Coffman
What The World’s Greatest Managers Do
Differently.!
PRESENTED BY:-
NAEEM M.
LASHKARWALA
About The Authors
• Buckingham was born in High Wycombe, Buckinghamshire and grew up in
the village of Radlett, Hertfordshire. His father was the Personnel Director
at Allied Breweries. Buckingham had a stammer which he initially
struggled with, and said he was unable to speak until the age of 13. He
learned to manage it when asked to formally address other boys at his
prep school, and pretended he was speaking to just one person, rather
than 300. It proved a success: "At my prep school, everyone knew I had a
stammer. At my boarding school, nobody knew."
• Buckingham was educated at Edge Grove School,[1] a boys' preparatory
independent school in the village of Alden ham in Hertfordshire in
Southern England, and then Alden ham School.
• Mr. Coffman virtually created the engagement movement, and is currently
changing the way organization's think about their culture, their managers
and their business results. His mission is to help organization, their leaders,
managers and associates to create more engaging and productive
workplaces to secure the loyalty and growth of their customers and
business.
• As Senior Partner and Chief Science Officer of The Coffman Organization,
Mr. Coffman has studied hundreds of organizations and millions of
employees and customers. He was formerly the Global Practice Leader for
employee and customer engagement at the Gallup Organization for 22
years.
• His work launched a new era in employee and management development
with First, Break All the Rules: What the World's Greatest Managers do
Differently - one of the best selling management books of all times. He
followed that up with another bestselling book, Follow This Path: How the
World's Greatest Organizations Drive Growth by Unleashing Human
Potential.
About Book
• First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999) is a self-
help book authored by Marcus Buckingham and Curt Coffman about improving employee satisfaction.
The book appeared on the New York Times bestseller list for 93 weeks. Time magazine listed the book
as one of "The 25 Most Influential Business Management Books".
• Buckingham and Coffman discuss the fallacies of standard management thinking and how good
managers create and sustain employee satisfaction. The book is a result of observations based on
80,000 interviews with managers as conducted by the Gallup Organization in the last 25 years. The
book goes into detail on debunking old myths about management, and gives advice to employers on
how to obtain and keep talented people in their organization.
• Key ideas from the book include:
• treating every employee as an individual.
• not trying to fix weaknesses, but instead focusing on strengths and talent.
• finding ways to measure, count, and reward outcomes
Measuring strength of
work Place
CHAPTER:- 01
• How do You Measure the Core
Elements Needed to Attract, Focus
and Keep the most Talented
Employees.?
• Researchers Found Patterns in the
Data.
• “Business Units Were Measurably
More Productive When Employees
Answered Positively on a Scale of 1
to 5 to the Following 12 Questions.”
1. Do I know what is expected of me at work?
2. Do I have suitable materials and equipment to do my work?
3. At work, do I have the opportunity to do what I do best every day?
4. Have I received recognition or praise for doing good work in the last seven days?
5. Does my supervisor, or someone at work, seem to care about me?
6. Is there someone at work who encourages my development?
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.Has someone at work told me about my progress in the last six months?
12.Have I had opportunities at work this last year to learn and grow?”
Summit
How We Can
all Grow.?
Do I Belong Here.?
What do I Give.?
What do I Get.?
Yes to All
12
Questions
Questions
11 to 12
Questions
7 to 10
Questions
3 to 6
Questions
1 & 2
Mountain Climbing
Getting Great at What You Do.
Four Keys of Great
Managers
CHAPTER:- 02
1.
Select The Person
Select For Talent
Not Simply Experience, Intelligence or Determination
2.
Set Expectations
Define The Right Outcomes
3.
Motivate The Person
Focus On Strengths
Not On Weakness
4.
Develop The Person
Find The Right Fit
Not Simply The Next Rung on The Ladder
The First Key: Select
For Talent
CHAPTER:- 03
Talents
• Cannot be Taught
• 4-Line Highways of Your Mind
• Recurrent Patterns of Thought, Feeling or Behavioral
• Difficult to Transfer
Skills
• Can be Taught by Breaking Total Performance Into Steps
• “HOW To Do” of a Role
• Transferable
Knowledge
• Can be Taught
• What You Aware of
• Factual Knowledge – Things You Know
• Experiential Knowledge – Understandings Picked Up Along the Way
• Transferable
Elements
of
Performance
How Leaders Find Talent
• Know What Talents You Are Looking
For in Width and Depth
• Keep Reviewing & Studying Your Best
People
1. Striving Talents (WHY)
2. Thinking Talents (HOW)
3. Relating Talents (WHO)
The Second Key: Define
The Right Outcomes
CHAPTER:- 04
How To Manage By Remote Control
Leader’s Dilemma:
• How do You Retain Control and Focus
People on Performance
• When You Know That You Cannot Force
People to Behave in The Same Way?
• I Want Perfect People
• My People Don’t Have Enough Talent
Right Outcomes
• Trust is Precious – It Must Be
• Define The Right Outcomes and Then
let each person find Their Own Route
towards Those Outcomes.
• You Must Select Employees Who Have
Talent to listen and to teach, and then
you must focus them towards simple
emotional outcomes like partnership &
advice.
• If You Manage to do This, It is
something that is very hard to steal.
The Third Key: Focus on
Strengths
CHAPTER:- 05
Focus on Strengths
• Focus on each person’s strengths &
manage around the weaknesses.
• Don’t Try to Fix Weaknesses.
• Don’t Try to Perfect Each Person – Help
Each Person Become More of What
They all Ready Are.
• Invest Most Time With Your Vest
People.
• Best Way to Break Through Ceiling.
Casting Is Everything
• If you want to turn Talent into
Performance, you have to position
each person so that you are paying
her to do what she is naturally wired
to do. You have to cast him/her in the
right role.
• Everyone has the Talent to be
Exceptional at Something. The trick is
to find that ‘Something’& in the
‘Casting’.
The Fourth Key: Find
The Right Fit
CHAPTER:- 06
Find The Right Fit
• Most Employees are Promoted to Their level of
Incompetence. It’s Inevitable. It’s Built Into The
System.
• Before You Promoted Someone, look Closely
at the striving, Thinking and Relating talents
needed excel in the role.
• After Scrutinising the PERSON and the ROLE,
you may still choose Promotion.
• Since each person is highly complex, you may
still end up Promoting someone into a
position where he struggles. No Managers
Find The Perfect Fit Every Time.
Create Hero’s in Every Role
• Set up Level of Achievement for
Every Role.
• For every Role, define pay in broad
ranges, with top-end of lower-level
role overlapping bottom end of role
above.
• Set-up ‘Creating acts of revolt’
(Special Projects).
What Great Leaders Do.
1. Level the Playing Field
2. Hold Up the Mirror
3. Create a Safety Net
15 Pearls of Wisdom
Points of The Book
CHAPTER:- 07
1. Know the Employees Talent
Know What Can be Taught, and
What Requires a Natural Talent
2. Set the Right Outcomes, Just not the Steps
• Standardized the end, but not the
means.
 As long as the means are within
the Company’s legal boundaries
& industry standards, let the
employee use his own style to
deliver the result or outcome you
want.
3. Motivate by focusing on strengths, not
weaknesses.
“The Best Managers never Try to fix
Weaknesses; Instead they focus on
Strengths and Talent.”
4. Casting is Important
• If an employee is not
performing at excellence,
maybe he/she is not cast in the
right role.
5. Every Role is a Noble
• Respect it enough to hire for
talent to match.
6. Excel in the art of the Interview
• See if the candidate’s recurring
patterns of behavior match the
role he is to fulfill.
• Ask open-ended questions and
let him talk.
• Listen for Specifics.
7. Result Oriented
• Find Ways to measure, count
and reward Outcomes.
8. Invest you time with your (best) People
• Give constant feedback/food
forward.
• If you can’t spend an hour
every quarter talking to an
employee, then you shouldn’t
be a Leader.
9. Complementary Partner
• There are many ways of
alleviating a problem or non-
talent.
• Devise a support system, find a
complementary partner for
him, or an alternative role.
10. Do not promote someone until he reaches his
level of in-competence
• Simply offer bigger rewards within
the same range of his work.
• It is better to have an excellent highly
paid waitress or bartender on your
team than promote him or her to a
poor starting level bar manager.
11. Simplicity
• Great managers don’t use
complicated appraisal systems.
• Instead, they concentrate on
what to tell each employee and
how to tell them.
12. Frequent Interaction
• Great Managers also frequently
interreact with each worker, not
just once a year at review time.
• Meet, at a minimum, once a
quarter to discuss performance.
• The Best Managers Treat Every
Employee as an Individual.
13. Focus on the Future
• All reviews should focus on the
future. Great Managers ask workers
to identify where they want to go
and how they are going to go about
getting there.
• The Beat Managers Know They Are
on Stage Everyday. They Know Their
People are Watching Every Move
They Make.
14. Self-Tracking
• Great Leaders also ask workers
to track their own performance
and write down successes,
goals and discoveries
throughout the review period.
15. Some Home-Work to do
• Study the best managers in the
company and revise training to
incorporate what they know`.
• Send your talented people to
learn new skills or knowledge.
THAN
K
YOU

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Mastering Management Insights from First Break All the Rules.pptx

  • 1. First Break All The Rules By:- Markus Buckingham & Curt Coffman What The World’s Greatest Managers Do Differently.! PRESENTED BY:- NAEEM M. LASHKARWALA
  • 2. About The Authors • Buckingham was born in High Wycombe, Buckinghamshire and grew up in the village of Radlett, Hertfordshire. His father was the Personnel Director at Allied Breweries. Buckingham had a stammer which he initially struggled with, and said he was unable to speak until the age of 13. He learned to manage it when asked to formally address other boys at his prep school, and pretended he was speaking to just one person, rather than 300. It proved a success: "At my prep school, everyone knew I had a stammer. At my boarding school, nobody knew." • Buckingham was educated at Edge Grove School,[1] a boys' preparatory independent school in the village of Alden ham in Hertfordshire in Southern England, and then Alden ham School.
  • 3. • Mr. Coffman virtually created the engagement movement, and is currently changing the way organization's think about their culture, their managers and their business results. His mission is to help organization, their leaders, managers and associates to create more engaging and productive workplaces to secure the loyalty and growth of their customers and business. • As Senior Partner and Chief Science Officer of The Coffman Organization, Mr. Coffman has studied hundreds of organizations and millions of employees and customers. He was formerly the Global Practice Leader for employee and customer engagement at the Gallup Organization for 22 years. • His work launched a new era in employee and management development with First, Break All the Rules: What the World's Greatest Managers do Differently - one of the best selling management books of all times. He followed that up with another bestselling book, Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential.
  • 4. About Book • First, Break All the Rules, subtitled What the World's Greatest Managers Do Differently (1999) is a self- help book authored by Marcus Buckingham and Curt Coffman about improving employee satisfaction. The book appeared on the New York Times bestseller list for 93 weeks. Time magazine listed the book as one of "The 25 Most Influential Business Management Books". • Buckingham and Coffman discuss the fallacies of standard management thinking and how good managers create and sustain employee satisfaction. The book is a result of observations based on 80,000 interviews with managers as conducted by the Gallup Organization in the last 25 years. The book goes into detail on debunking old myths about management, and gives advice to employers on how to obtain and keep talented people in their organization. • Key ideas from the book include: • treating every employee as an individual. • not trying to fix weaknesses, but instead focusing on strengths and talent. • finding ways to measure, count, and reward outcomes
  • 5. Measuring strength of work Place CHAPTER:- 01
  • 6. • How do You Measure the Core Elements Needed to Attract, Focus and Keep the most Talented Employees.? • Researchers Found Patterns in the Data. • “Business Units Were Measurably More Productive When Employees Answered Positively on a Scale of 1 to 5 to the Following 12 Questions.”
  • 7. 1. Do I know what is expected of me at work? 2. Do I have suitable materials and equipment to do my work? 3. At work, do I have the opportunity to do what I do best every day? 4. Have I received recognition or praise for doing good work in the last seven days? 5. Does my supervisor, or someone at work, seem to care about me? 6. Is there someone at work who encourages my development? 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.Has someone at work told me about my progress in the last six months? 12.Have I had opportunities at work this last year to learn and grow?”
  • 8. Summit How We Can all Grow.? Do I Belong Here.? What do I Give.? What do I Get.? Yes to All 12 Questions Questions 11 to 12 Questions 7 to 10 Questions 3 to 6 Questions 1 & 2 Mountain Climbing Getting Great at What You Do.
  • 9. Four Keys of Great Managers CHAPTER:- 02
  • 10. 1. Select The Person Select For Talent Not Simply Experience, Intelligence or Determination 2. Set Expectations Define The Right Outcomes 3. Motivate The Person Focus On Strengths Not On Weakness 4. Develop The Person Find The Right Fit Not Simply The Next Rung on The Ladder
  • 11. The First Key: Select For Talent CHAPTER:- 03
  • 12. Talents • Cannot be Taught • 4-Line Highways of Your Mind • Recurrent Patterns of Thought, Feeling or Behavioral • Difficult to Transfer Skills • Can be Taught by Breaking Total Performance Into Steps • “HOW To Do” of a Role • Transferable Knowledge • Can be Taught • What You Aware of • Factual Knowledge – Things You Know • Experiential Knowledge – Understandings Picked Up Along the Way • Transferable Elements of Performance
  • 13. How Leaders Find Talent • Know What Talents You Are Looking For in Width and Depth • Keep Reviewing & Studying Your Best People 1. Striving Talents (WHY) 2. Thinking Talents (HOW) 3. Relating Talents (WHO)
  • 14. The Second Key: Define The Right Outcomes CHAPTER:- 04
  • 15. How To Manage By Remote Control Leader’s Dilemma: • How do You Retain Control and Focus People on Performance • When You Know That You Cannot Force People to Behave in The Same Way? • I Want Perfect People • My People Don’t Have Enough Talent
  • 16. Right Outcomes • Trust is Precious – It Must Be • Define The Right Outcomes and Then let each person find Their Own Route towards Those Outcomes. • You Must Select Employees Who Have Talent to listen and to teach, and then you must focus them towards simple emotional outcomes like partnership & advice. • If You Manage to do This, It is something that is very hard to steal.
  • 17. The Third Key: Focus on Strengths CHAPTER:- 05
  • 18. Focus on Strengths • Focus on each person’s strengths & manage around the weaknesses. • Don’t Try to Fix Weaknesses. • Don’t Try to Perfect Each Person – Help Each Person Become More of What They all Ready Are. • Invest Most Time With Your Vest People. • Best Way to Break Through Ceiling.
  • 19. Casting Is Everything • If you want to turn Talent into Performance, you have to position each person so that you are paying her to do what she is naturally wired to do. You have to cast him/her in the right role. • Everyone has the Talent to be Exceptional at Something. The trick is to find that ‘Something’& in the ‘Casting’.
  • 20. The Fourth Key: Find The Right Fit CHAPTER:- 06
  • 21. Find The Right Fit • Most Employees are Promoted to Their level of Incompetence. It’s Inevitable. It’s Built Into The System. • Before You Promoted Someone, look Closely at the striving, Thinking and Relating talents needed excel in the role. • After Scrutinising the PERSON and the ROLE, you may still choose Promotion. • Since each person is highly complex, you may still end up Promoting someone into a position where he struggles. No Managers Find The Perfect Fit Every Time.
  • 22. Create Hero’s in Every Role • Set up Level of Achievement for Every Role. • For every Role, define pay in broad ranges, with top-end of lower-level role overlapping bottom end of role above. • Set-up ‘Creating acts of revolt’ (Special Projects).
  • 23. What Great Leaders Do. 1. Level the Playing Field 2. Hold Up the Mirror 3. Create a Safety Net
  • 24. 15 Pearls of Wisdom Points of The Book CHAPTER:- 07
  • 25. 1. Know the Employees Talent Know What Can be Taught, and What Requires a Natural Talent
  • 26. 2. Set the Right Outcomes, Just not the Steps • Standardized the end, but not the means.  As long as the means are within the Company’s legal boundaries & industry standards, let the employee use his own style to deliver the result or outcome you want.
  • 27. 3. Motivate by focusing on strengths, not weaknesses. “The Best Managers never Try to fix Weaknesses; Instead they focus on Strengths and Talent.”
  • 28. 4. Casting is Important • If an employee is not performing at excellence, maybe he/she is not cast in the right role.
  • 29. 5. Every Role is a Noble • Respect it enough to hire for talent to match.
  • 30. 6. Excel in the art of the Interview • See if the candidate’s recurring patterns of behavior match the role he is to fulfill. • Ask open-ended questions and let him talk. • Listen for Specifics.
  • 31. 7. Result Oriented • Find Ways to measure, count and reward Outcomes.
  • 32. 8. Invest you time with your (best) People • Give constant feedback/food forward. • If you can’t spend an hour every quarter talking to an employee, then you shouldn’t be a Leader.
  • 33. 9. Complementary Partner • There are many ways of alleviating a problem or non- talent. • Devise a support system, find a complementary partner for him, or an alternative role.
  • 34. 10. Do not promote someone until he reaches his level of in-competence • Simply offer bigger rewards within the same range of his work. • It is better to have an excellent highly paid waitress or bartender on your team than promote him or her to a poor starting level bar manager.
  • 35. 11. Simplicity • Great managers don’t use complicated appraisal systems. • Instead, they concentrate on what to tell each employee and how to tell them.
  • 36. 12. Frequent Interaction • Great Managers also frequently interreact with each worker, not just once a year at review time. • Meet, at a minimum, once a quarter to discuss performance. • The Best Managers Treat Every Employee as an Individual.
  • 37. 13. Focus on the Future • All reviews should focus on the future. Great Managers ask workers to identify where they want to go and how they are going to go about getting there. • The Beat Managers Know They Are on Stage Everyday. They Know Their People are Watching Every Move They Make.
  • 38. 14. Self-Tracking • Great Leaders also ask workers to track their own performance and write down successes, goals and discoveries throughout the review period.
  • 39. 15. Some Home-Work to do • Study the best managers in the company and revise training to incorporate what they know`. • Send your talented people to learn new skills or knowledge.