First, Break All the Rules Summary By Marcus Buckingham

ABOUT THE BOOK:
Blog Title: First, Break All the Rules Summary
Name: First, Break All The Rules: What the World’s Greatest Managers Do Differently
Author: Marcus Buckingham
Download Free “First, Break All the Rules” Audiobook on Audible
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Book size: 320 pages

About Author:

Before talking about First, Break All the Rules Summary Let’s first talk about the book’s author Marcus Buckingham. Marcus is a British author, motivational speaker, and business consultant.

Overview:

First, Break All the Rules Summary, Encourages managers to personalize and break away from traditional, first size fits all kind of leadership techniques, for this book they did lot of research and after doing the in-depth research they came up with a conclusion that a company that lacks frontline great managers will bleed talent, no matter how attractive the compensation training opportunities or packages will be, with this mind they try to sought the answers to the follow-up question,  like how do great managers find, focus and keep talented employees, with their research diagram and expert views Curt and Marcus guide us through their findings that focus, discipline, trust and most important willingness of each employee and manager to treat each other equally and individually are the overall secrets for turning talent into lasting performance.

In this book, author talk about how you can become a great manager and also given ideas for interviewing for talent, and how you can develop a performance management routine and how to get the best performance from talented employees.

Let’s begin with First, Break All the Rules Summary:

Chapter 1: The measuring stick

Here author says “what do we know to be important but are unable to measure?”

In this chapter author has shared a story of an incident which has happened in October 1701, In this very day Great Britain has lost nearly an entire fleet of ships, here author says that the reason for losing entire fleet of ship wasn’t because of any battle at sea, but the reason was the admiral, clowdisley shovel, simply miscalculated his position in the Atlantic and his flagship smashed into the rocks of the scilly isles, a tail pf islands off the southwest coast of England, the rest of the fleet following blindly behind, went aground and piled onto the rocks, one after another, Four warships and two thousand lives were lost.

Author says for such a proud nation of seafarers, this tragic loss for distinctly embarrassing, but author says to be fair with a memory of clowdsley. It wasn’t altogether surprising, author says that concept of latitude and longitude is there since the first century B.C. But by 1700 people were still hadn’t managed to devise an accurate way to measure longitude- nobody ever knew how far they east or west they had traveled, the reason of this tragic incident wasn’t admiral’s ignorance but his inability to measure something that he already knew to be critically important.

Author by this story want us to know that this same drama is playing out in today’s business world, author says many companies know that their ability to find and keep talented employees is really very important to sustain their success, but companies have to way of knowing whether or not they are effective at doing this. Author says that no matter what your business, the only way to generate huge profits is to begin by building the kind work environment that attracts, focuses and keeps talented employees.

Read More: Ask and It is Given Summary

Chapter 2: The wisdom of great managers

Here author says that how do the best managers in the world lay foundation of a strong workplace? Author says for this flood of answers is rising and threatens to swamp even the most level-headed managers. Author says in this chapter that they have interviewed hotel supervisors, sales managers, general agents, senior account executives, manufacturing team leaders, sports coaches, pub managers they had interviewed many managers and after interviewing each manager personally for an hour with asking open-ended questions for example:

AS A MANAGER, WHICH WOULD YOU RATHER HAVE, An independent, aggressive person who produced $1.2 million in sales or a like-minded pleasing team player who produced half of $1.2 million so whom would they choose and author has also asked them to explain their answer.

Another question which author asked them was Suppose You Have an extremely productive employee who consistently fouls up the paperwork, so how would you work with this person help him/her to be more productive?

Answers of great manager for these questions are:

Answer for these and hundreds of similar questions was recorded and taped, transcribed, read and reread, using same questions authors then interviewed their rather less successful colleagues,  these managers were neither failing nor excelling, They were “Average managers.” After doing lot of research they came to know that great managers share less than you might think, if you were to line them all against a wall, you would see different sexes, races, ages and physiques, author says if you were to work with them, you would feel different styles of motivation, of direction and of relationship building, author says that the truth is they don’t have much in common at all.

Read More: Don’t Sweat the Small Stuff Summary By Richard Carlson

This is the end of First, Break All the Rules Summary. To understand all chapters  do buy this book from the given links:

Download Free “First, Break All the Rules” Audiobook on Audible
Buy “First, Break All the Rules” on Amazon
Buy “First, Break All the Rules” on Flipkart

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