The Gallup Organization, one of the world’s leading management consulting firms, published a book in 1999 called First, Break All the Rules: What the World’s Greatest Managers Do Differently. The Gallup Organization conducted two research studies of 24 companies and over 80,000 managers.
First, Break All the Rules is written informally, splattered with witty comments and clear examples. The book is also written from a first-person point of view, which adds to the light, helpful (rather than demeaning) tone. The author’s writing style suits the book’s intended audiences – all managers, everywhere.
The world’s greatest managers go against conventional wisdoms and think outside the box. They select for talents, which are an employee’s strengths and find a place where those talents can be adequately showcased. Gallup mentions the importance of trust and partnership and explains what aspects of company policy can, and cannot, be sacrificed.
Gallup optimistically describes managerial duties, however, the book mentions combat strategies for adverse employee reactions. Furthermore, for curious minds, the authors provide an entire chapter detailing how they conducted interviews and with whom.
The book offered real-life examples that illustrated both ideal and poorly executed managerial techniques. Gallup used testimony from a housekeeper to illustrate that how a person thinks of his or her job dramatically affects performance. All employees need to feel appreciated, and managers are responsible for finding the ideal avenue to show that gratitude.
To further prove the importance of good managers, Gallup organized data that showed the effectiveness of a company’s smaller counterparts. The book also compared the sub-sections monetarily by giving a concrete difference in revenue. For one company, Gallup found that the difference in revenue, attributed to the effectiveness of the manager, was $104 million. The authors even use parables, like that of the scorpion and the frog, to illuminate their criteria with light, happy examples.
The book identifies lists by which managers could manage their employees and set ideal standards. The lists are clear, concise, and written in Layman’s terms with no wordiness. One of the most useful lists is that of “the core elements needed to attract, focus, and keep the most talented employees.”
Managers must locate individual strengths and find a place where employees can showcase those talents – the theme of First, Break All the Rules. To the books, detriment, the authors overemphasized the importance of selecting for talent and the word “talent” was too redundant.
Gallup set out to explain the importance of managers and articulate the difference a “great” manager can make within his or her company. They provided criteria with which a company can evaluate its managers and starting points for managers to form positive relationships with their employees. This book is useful for public relations students and professionals because the advice helps create a more comfortable work environment – applicable to everyone in the workforce.
KASEY FUSCOE
University of North Carolina-Chapel Hill
First, Break All the Rules is written informally, splattered with witty comments and clear examples. The book is also written from a first-person point of view, which adds to the light, helpful (rather than demeaning) tone. The author’s writing style suits the book’s intended audiences – all managers, everywhere.
The world’s greatest managers go against conventional wisdoms and think outside the box. They select for talents, which are an employee’s strengths and find a place where those talents can be adequately showcased. Gallup mentions the importance of trust and partnership and explains what aspects of company policy can, and cannot, be sacrificed.
Gallup optimistically describes managerial duties, however, the book mentions combat strategies for adverse employee reactions. Furthermore, for curious minds, the authors provide an entire chapter detailing how they conducted interviews and with whom.
The book offered real-life examples that illustrated both ideal and poorly executed managerial techniques. Gallup used testimony from a housekeeper to illustrate that how a person thinks of his or her job dramatically affects performance. All employees need to feel appreciated, and managers are responsible for finding the ideal avenue to show that gratitude.
To further prove the importance of good managers, Gallup organized data that showed the effectiveness of a company’s smaller counterparts. The book also compared the sub-sections monetarily by giving a concrete difference in revenue. For one company, Gallup found that the difference in revenue, attributed to the effectiveness of the manager, was $104 million. The authors even use parables, like that of the scorpion and the frog, to illuminate their criteria with light, happy examples.
The book identifies lists by which managers could manage their employees and set ideal standards. The lists are clear, concise, and written in Layman’s terms with no wordiness. One of the most useful lists is that of “the core elements needed to attract, focus, and keep the most talented employees.”
Managers must locate individual strengths and find a place where employees can showcase those talents – the theme of First, Break All the Rules. To the books, detriment, the authors overemphasized the importance of selecting for talent and the word “talent” was too redundant.
Gallup set out to explain the importance of managers and articulate the difference a “great” manager can make within his or her company. They provided criteria with which a company can evaluate its managers and starting points for managers to form positive relationships with their employees. This book is useful for public relations students and professionals because the advice helps create a more comfortable work environment – applicable to everyone in the workforce.
KASEY FUSCOE
University of North Carolina-Chapel Hill