|a Introduction : breaking all the rules - Chapter 1. |a What the world's greatest managers do differently |a First, break all the rules : |b what the world's greatest managers do differently / |c Marcus Buckingham and Curt Coffman.

And perhaps most important, this research - which initially generated thousands of different survey questions on the subject of employee opinion - finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. The authors explain how the best managers select an employee for talent rather than for skills or experience how they set expectations for him or her - they define the right outcomes rather than the right steps how they motivate people - they build on each person's unique strengths rather than trying to fix his weaknesses and, finally, how great managers develop people - they find the right fit for each person, not the next rung on the ladder. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The front-line manager is the key to attracting and retaining talented employees.

But these well-intentioned efforts often miss the mark. Companies compete to find and keep the best employees, using pay, benefits, promotions, and training.

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