First, break all the rules - Essay Example

A Report on "First, Break all the Rules: What the World's Greatest Managers Do Differently" Marcus Buckingham and Curt Coffman's book, First, breakall the rules: what the world's greatest managers do differently is an original treatise to managerial practices that attempts to overturn traditional and established ways of thinking. This book illustrates that unconventional ideas do work, and shows you how you can apply them in practice.The authors used comprehensive data from a whopping number of interviews-more than 80,000 managers from various companies, and from practically every field.

They have also included relevant excerpts from the interview transcripts as well as anecdotal stories to support their points. The authors try to show the reader how the minds of great managers work and "why they have toppled conventional wisdom and reveal the new truths they have forged in its place" (Buckingham and Coffman 11). Their use of extensive research methods and factual data gives credence to their assertions, and the results of the studies often yield surprising results.I learned a lot of interesting things: the authors believe that the most effective and successful managers are similar in the sense that they use unorthodox ways to guide their charge, and perhaps more importantly, they have individualistic approaches.

I have gained an understanding of how to develop a managerial style that is flexible and is based on the employee's core competencies, and they offer innovative ideas on how to achieve this. The authors debunked popularly held notions like, the Golden Rule's "treat people as you want to be treated"; that people can do anything they put their minds to; or that managers shouldn't play favorites.Buckingham and Coffman also gave a run-down of the four keys to being an outstanding manager, namely: "Finding the right fit for employees, focusing on strengths of employees, defining the right results, and selecting staff for talent.

" They stress that a great manager places great importance on talent, not just "skills and experience," and that he is the key to employee retention (Buckingham and Coffman 67). A good manager is also results-oriented is a way that he gives more importance to the outcome rather than the means of getting there. One of the quotes that struck me is one that has the underlying notion that it is a waste of effort if one tries to help an employee overcome his weaknesses, and that energy is best directed towards honing their strengths: "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" (Buckingham and Coffman 80). So when it comes to running my people, I must focus on how to improve existing talents rather than try to change people to something they are not, which will only be frustrating.The book is written in a simple language and, one does not have to have an MBA to grasp and comprehend the ideas laid out. In a clear and organized manner, it gave me the steps and ideas on how to improve my managerial skills.

The book is very insightful and practical, an essential to a manager who is in the front-lines and is concerned with overlooking employees. Even if I do not accept all their findings, they made me think and re-evaluate my practices and philosophies, and I managed to internalize ideas that will prove useful to me in the future. This way, I would also develop an individualistic style that would fit and work well with my current situation.Work CitedBuckingham, Marcus and Curt Coffman. First, break all the rules: what the world's greatest managers do differently.

New York: Simon and Schuster, 1999.