Unlock Your Potential with Marcus Buckingham's Revolutionary Guide to Breaking the Rules: Volume 1

Varun Kapoor: A must for explorers. Well documented with examples to relate. A life changing experience.

India on Sep 11, 2023

Vlad: As CEO of a startup that is just starting out managing employees this book has been incredibly useful to help me structure company's processes and understand how to treat my fellow workers in an encouraging, sincere and productive manner.

Canada on Aug 12, 2023

NoelleWu: Every manger or potential manager should read it！It not only helps us distinguish what’s a good manager or a bad manager but also describes how to be a good manager！

Canada on Mar 05, 2023

Jammalamadugu R.Jammalamadugu R.: Reading this book I did not feel like Aha or Bulb at the moment I felt that, maybe, my lack of understanding, it is one of those Run Of The Mill books. The Author covered 7 Topics Like The Measuring Stick, Wisdom of Great Managers, Select for Talent, Right Outcome, Focus on Strengths, Find the Right Fit, and Practical Guide. I think one needs to read again and again. It is not lucid.

India on Jul 26, 2021

Christian Riedhammer: Although management books are everywhere, this one is an immensely readable book. It is a Gallup research-based analysis of over 80,000 managers in over 400 companies. The research led to the twelve most important questions to measure the strength of a workplace, linked to four business outcomes: productivity, profitability, employee retention and customer satisfaction:
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?
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?

The book also...

Germany on Nov 15, 2015

Papuna Papiashvili: Gives great insight on how good/great management is done. Raises awareness how idiosyncrasies of employees matters. As based on the analysis of 1,5 mln. of hours of interviews with 80 k managers it's hardly can be bad right? For those who cannot afford a week or so to bring the book the the knees I will list below some of the ideas I remember or had jotted down.

1. People don’t quit their companies, they quit their bosses;
2. Define the right outcomes and then let each person find his own route toward those outcomes;
3. The most efficient route that nature has found from point A to point B is rarely a straight line. It is always the path of least resistance;
4. All roles demand some accuracy & safety, standardized steps are needed (Baring Bank case);
5. Languages, symbols, conventions, scales-these are the DNA of civilization-without the ability to accept standards we could have never developed such a complex society;
6. The companies that define the new standards will gain huge advantage over latecomers;
7. Customers’ levels of expectations
a. Accuracy
b. Availability
c. Partnership;
d. Advice/educate
8. Customer is ultimate judge...

United States on Jun 06, 2015

Doug Fritz: "This book, based on twenty years empirical data, you have to love that. After first reading this book in 2006, my reaction was "MAN! This is a validation of what my mentors showed me". I have had some GREAT mentors during my career, both in the military and later, as a civilian. They taught me how to see things outside of conventional wisdom (not merely ignore that wisdom). If I may now offer further review: The following will comprise of my impressions of the Conventional vs. Revolutionary Key Approaches, offered on pages 66 and 67 offered in FIRST BREAK ALL THE RULES (1999) by M. Buckingham and C. Coffman.

Conventional Key: "Select a person based on his experience, intelligence, and determination". There is nothing wrong with this statement in of itself. Let's say that there is are two candidates, one external, and one internal for one Engineering Change Order Coordinator position and the enterprise software system being used is Oracle. The external candidate does not have experience with the specified software, however has written thousands of ECOs, as well as cause and effect reports for their department. The other candidate has experience with exact software, however...

United States on Jul 09, 2012