{"id":88120,"date":"2026-09-07T20:54:29","date_gmt":"2026-09-07T19:54:29","guid":{"rendered":"https:\/\/ktebiktebek.com\/?post_type=product&p=88120"},"modified":"2026-10-10T21:17:26","modified_gmt":"2026-10-10T20:17:26","slug":"first-break-all-the-rules-what-the-worlds-greatest-managers-do-differently","status":"publish","type":"product","link":"https:\/\/ktebiktebek.com\/ar\/livre\/first-break-all-the-rules-what-the-worlds-greatest-managers-do-differently\/","title":{"rendered":"First, Break All The Rules What The Worlds Greatest Managers Do Differently"},"content":{"rendered":"

First, Break All The Rules What The Worlds Greatest Managers Do Differently est un ouvrage de management sign\u00e9 Marcus Buckingham et Curt Coffman, issu d'une vaste \u00e9tude du cabinet Gallup. Vendu d'occasion sur Ktebi Ktebek, il pr\u00e9sente les pratiques des meilleurs managers, qui bousculent les id\u00e9es re\u00e7ues sur la formation et l'\u00e9galit\u00e9 de traitement.<\/p>\n

\u00c9tat et d\u00e9tails de cet exemplaire<\/h2>\n

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.<\/p>\n

Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance.<\/p>\n

In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman 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. 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. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.<\/p>\n

There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.<\/p>\n

R\u00e9sum\u00e9 de First, Break All The Rules What The Worlds Greatest Managers Do Differently<\/h2>\n

First, Break All The Rules repose sur une vaste \u00e9tude men\u00e9e par le Gallup Organization aupr\u00e8s de grands managers \u00e9voluant dans des contextes tr\u00e8s vari\u00e9s : grandes entreprises du Fortune 500, petites structures entrepreneuriales, postes de direction comme encadrement de premi\u00e8re ligne. Les auteurs constatent que ces managers ont en commun de bousculer les r\u00e8gles traditionnelles du management. Ils ne croient pas qu'une formation suffisante permette de r\u00e9ussir dans tous les domaines, n'essaient pas de corriger les faiblesses de leurs collaborateurs et ne traitent pas tout le monde de la m\u00eame fa\u00e7on. Leur force consiste \u00e0 rep\u00e9rer le talent de chacun et \u00e0 le transformer en performance. Selon les auteurs, le manager de premi\u00e8re ligne est la cl\u00e9 pour attirer et fid\u00e9liser les employ\u00e9s talentueux, bien plus que la r\u00e9mun\u00e9ration ou les avantages seuls. Le livre s'adresse ainsi aux responsables qui souhaitent mieux diriger leurs \u00e9quipes.<\/p>\n

\u00c0 propos de Marcus Buckingham , Curt Coffman<\/h2>\n

Marcus Buckingham et Curt Coffman sont deux experts du cabinet Gallup. Marcus Buckingham, auteur et conf\u00e9rencier, est connu pour ses travaux sur les forces individuelles, notamment avec l'ouvrage Now, Discover Your Strengths. Curt Coffman a particip\u00e9 aux recherches de Gallup sur l'engagement des salari\u00e9s et les questions Q12. Ensemble, ils ont fait de l'approche fond\u00e9e sur les talents une r\u00e9f\u00e9rence du management moderne.<\/p>\n

Tous les livres de Marcus Buckingham , Curt Coffman<\/a><\/p>\n

Fiche du livre<\/h2>\n