First Break All The Rules Co-authored by Marcus Buckingham and Curt Coffman

First of all, let's break all the rules - book review Introduction First of all, breaking all the rules, doing a truly thorough investigation, and placing a lot of data to clarify the twelve needs of the most talented employees Use. In a book co-authored by Marcus Buckingham and Curt Coffman, the question of "What is the best employee in the workplace do you need?" Is raised in the initial survey. Manager US research research consulting firm Gallup Inc. asked over 10 questions to determine if these needs were met using an interview with a million employees (Buckingham and Coffman 11).

Marcus Buckingham and Curt Coffman discovered that self-conscious people are the key to a great team with the first book to destroy all rules. These people seek feedback on their performance and constantly challenge to acquire new skills, knowledge and communication skills. They will not stagnate, you can easily speak about the current spirit of the times. They share what they know and they spare no effort to build relationships with others. Chade Meng-Tan says in his book "Self-Exploration" "Self-awareness is an important area of ​​emotional intelligence and can help all other people." Poor organization is likely to reduce employee awareness

Take some time to understand the talents you have and the way they understand what you do every day and how it applies to what you should do each day. Marcus Buckingham and Kurt Koffman define talent as "regular, thoughtful, emotional or behavioral patterns that can be effectively applied" in their "break the first, all rules" . As explained by Buckingham and Coffman, talent is born, it can not be learned how can be learned, hence the most accurate definition of the type of occupational experience you are most passionate about is.

References Marcus Buckingham and Kurt Koffman break the first all rules (New York: Simon and Schuster, 1999). Accenture 2002 - 2003 High Performance Work Force Research. Human Capital Management and Development, Report, 2007. 2005 Human Resources Measurement Development Seminar Human Capital Institute, New York Practice of Human Resource Development, Geetha Sharma 2007. Northern California Human Resources Association (NCHRA), Human Resources Manager website

So what is the difference from an administrator who not only holds valuable employees but also can derive maximum value by increasing participation? According to Mr. Koffman, the first author of Marcus Buckingham, we broke all the rules: the difference between the world's largest managers (Simon & Schuster, 1999), the answer rejected the traditional wisdom of the four core areas of management To do. , Power and development. Most administrators choose employees based on the skills they need, but excellent managers choose talent based on their talent. Coffman defines talent as an iterative pattern of thought, emotion, or behavior and shows different results of people with the same skills and training. Coffman is aware of its abundance of talent, but those talented for their role are rare and precious commodities.