THE REVIEW

I didn't like the title of this book. In fact, the title kept me from reading it for some time until someone enthusiastically recommended it to me. It seemed to me the title was a nod towards what I perceived to be a growing trend to be rebellious just for the sake of being different. As I read though, I quickly learned that isn't what this book is about.

Buckingham and Coffman have taken the results of two Gallup research studies of over a million employees and over eighty thousand managers and have, with a meticulous approach to the study of management, produced overwhelming evidence that a company's lower level management can make the most significant difference and that concentrating on that level reaps great rewards.

And that is where they suggest we should break the rules. Conventional wisdom does not emphasize the importance of first level managers but the Gallup research clearly shows when lower levels of management are most effective, companies greatly benefit. One of my favorite comments is that managers should not follow the Golden Rule. Though that statement initially sounds like a sacrilege, it's right on the mark. Each person is different with their own motivators. Therefore, within the confines of company policies and standards, good managers treat people as those people want to be treated

The authors define four core activities for managers. Conventional wisdom suggests a manager should 1) Select a person; 2) Set expectations; 3) Motivate the person; and 4) Develop the person. Rejecting these ideas, the book lists four "keys" 1) Select for talent; 2) Define the right outcomes; 3) Focus on strengths; 4) Find the right fit. The book's pages are filled with example after example of how these "keys" can be successful. In fact, ranging from astronauts to housekeepers, those examples are one of the best aspects of this book.

If you are a more senior leader, you still need to read this book. However, I suggest you start on page 235, "Master Keys." This short chapter discusses things you need to do to support those managers who will make such a difference for you. Whether you realize it or not, there are a lot of roadblocks in their way.

Unfortunately, the authors went to some pains to differentiate managers and leaders; I believe incorrectly. They state that labeling managers as leaders degrades the manager's role; that managers look inward at the company and individual while leaders look outward at the competition and the future. In reality, managers who look inward at individuals are leaders and leaders who don't look inward will fail.

So why did I choose to review a book that was written 10 years ago? Quite simply because more people need to read it! There are still a lot of managers and leaders in the world who continue to cling to the conventional wisdom that the authors clearly demonstrate is not nearly as successful as their more enlightened, and proven, approach.

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