Download First, Break All the Rules: What the World's Greatest Managers Do Differently
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First, Break All the Rules: What the World's Greatest Managers Do Differently
Download First, Break All the Rules: What the World's Greatest Managers Do Differently
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Audible Audiobook
Listening Length: 9 hours and 51 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Brilliance Audio
Audible.com Release Date: January 3, 2017
Whispersync for Voice: Ready
Language: English, English
ASIN: B01N9D3HK9
Amazon Best Sellers Rank:
I purchased this phone because of the other reviews about it and the specs: Android Lollipop, 13 mp camera, 16 gb on board memory, 2 gb of ram, Gorilla Glass 3, and the phone came with a screen protector, earbuds, and very respectable case which I am using. I am a Cricket Wireless subscriber and was able to just insert my SIM card and the phone worked immediately with no issues what so ever. I purchased and installed a 64GB micro SD card and inserted it as well. I did have a problem with the SD card install, I had to push it with a bit of force for contact between the phone and card to take place. It seemed like I had to push harder than I should. It is in and it works and the phone.The spec that was most critical to me was the dual SIM ability. I am going out of country for a couple months and wanted a phone that I could use to stay connected to family here with and also purchase an "Orange" pay-as-you-go SIM in Europe. Having the ability to have both SIMS in the phone was very appealing to me.Using the phone I've found it to work as a phone very well. The reception is good to very good and the sound is fine. I wear a hearing aid and am sensitive to poor quality sound and this passes muster for me. I've installed Pandora One and listen to music while doing yard work and have been able to pull in Pandora from a long distance from my router. The size of the phone is also a plus. I have installed the Kindle App and have read portions of a book on it with the phone and it is OK.If I were to have any issue with the phone it would be getting my fingers in front of the camera when I turn it horizontally to take a picture. I am getting used to finger/hand placement but it forces me to hold the phone by the edges when taking a picture horizontally and I am a bit concerned that I may drop it.I've owned many other Android phones that cost significantly more and find this phone to be of similar to better quality to more expensive phone brands and also the features of this phone outshine most others in this price range. I did a lot of research before buying this phone, comparing features, reading reviews, going to several phone stores to see what was out there, making sure it would work with my phone carrier (Cricket used to use a CDMA system but now as part of AT&T requires a GSM phone), etc.I've had it about a month now and If this were to get lost or stolen I would buy this phone again.
There are a few good common sense ideas in this book. For example: 1.It's hard to change people; 2. Make the most of an employee's talents instead of trying to fix their weaknesses; 3. Don't micro-manage; 4. A good way of doing something is not simply the opposite of a bad way. The authors then contend that these ideas go against conventional wisdom. I don't know what conventional wisdom they are talking about since it agrees with most of mine. But then again I went to an engineering school, not a business school. After presenting these ideas there is not much else in the book except a series of disconnected management anecdotes. Curiously most of these anecdotes are examples of bad management. This is in direct contradiction to idea 4 above, which the authors spent several pages discussing. I think the first example of good management was about halfway through the book when they started to talk about Southwest Airlines. (Actually if someone wants to write a good management book, do a case study on Southwest Airlines.) Also most of the examples deal with restaraunts, hotels, and banks with almost none from a high tech or software business. Finally I think (and this is conventional wisdom again) a good manager must be able to 1.Prioritize; 2.Organize. The authors say nothing of these abilities and obviously know little about them.
"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 only minimal similar report writing. If the manager chooses the internal candidate due to the software experience, it may work fine in the long run. It can prove to be a better selection tool for the manager to use the Revolutionary Key: "When selecting someone, they select for talent, not simply experience, intelligence, and determination". In this case, the external candidate has a proven talent for working with personnel from multiple departments, in order to complete tasks that come with ECO writing. This individual will may likely have skill sets can perhaps cross over with minimal system training.Conventional Key: "Set expectations by defining the right steps". Creating flowcharts to show the steps needed to complete a set of tasks is a good thing. Using the Revolutionary Key: "When setting expectations, they define the right outcomes, not the right steps", can prove better. Perhaps you still use Visio, but instead you reverse engineer the processes to find your prerequisites. Work the process backward, from your desired outcome, back to the start.Conventional Key: "Motivate the person by helping him identify and overcome weaknesses". This less politically correct method of evaluating an employee, still fits well for some of the workers that reported to me. Their request was for me to "Tell me what I am doing wrong, so I can fix it." Revolutionary Key: "When motivating someone, they focus on strengths not weaknesses". For the most part, this approach has been the norm for myself, and the people that worked for me. The reviews that I wrote were geared more towards professional development in fact. I will not manufacture a weakness in someone, when one is not present! With influence from a previous manager, I began to have group study with the shop, install, and service foremen. Instead of having them read a book, we each studied a chapter a week. Each week, a different person would be assigned the chapter, and would write, and hand out a worksheet with a set of questions a couple days before we met, and then the team would discuss the assignment.Conventional Key: "Develop the person by helping them learn and get promoted. Career path by default? There is a certain quaintness to the "paid your dues"Âpath. So, if the worker is one of the best, AND shows leadership potential, I would still recommend this process Revolutionary Key: When developing someone, they help him find the right fit not simply the next rung on the ladder. Truly a key point. Even if it is the "paid your dues path, finding there right fit, and then developing that individual to be able to handle the new level of responsibility.Talent: "A recurring pattern of thought, feeling, or behavior that can be productively applied." Three recurring patterns that I feel a supervisor should have, are Ethics, Responsibility, And Command. A fairly cut and dry selection for me, as my most important mentors in the military and in business, all have had these talentsFrom the Striving Talents Ethics: A clear understanding of right and wrong, which guides your actions. Perhaps it is not telling your subordinate to lie to a supplier, or customer. Or maybe it is not being willing to have a good-old-boy network where you have your favorite workers stay in your office for extended meetings after lunch or smoke breaks with you, while the other workers are breaking knuckles turning wrenches. It is neither fair to the company, which expects work to be done during the periods that payroll is expected to compensate, nor those busting knuckles.Thank you for this book, Mr. Buckingham and Mr. Coffman."
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