Synopses & Reviews
For readers of Malcolm Gladwell, Daniel Pink, and Freakonomics, comes a captivating and surprising journey through the science of workplace excellence.
Why do successful companies reward failure? What can casinos teach us about building a happy workplace? How do you design an office that enhances both attention to detail and creativity?
In The Best Place to Work, award-winning psychologist Ron Friedman, Ph.D. uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scientifically-proven techniques to promote smarter thinking, greater innovation, and stronger performance.
Among the many surprising insights, Friedman explains how learning to think like a hostage negotiator can help you defuse a workplace argument, why placing a fish bowl near your desk can elevate your thinking, and how incorporating strategic distractions into your schedule can help you reach smarter decisions. Along the way, the book introduces the inventor who created the cubicle, the president who brought down the worlds most dangerous criminal, and the teenager who single-handedly transformed professional tennisvivid stories that offer unexpected revelations on achieving workplace excellence.
Brimming with counterintuitive insights and actionable recommendations, The Best Place to Work offers employees and executives alike game-changing advice for working smarter and turning any organizationregardless of its size, budgets, or ambitionsinto an extraordinary workplace.
Review
"First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."–Kevin Cuthbert Vice President, Human Resources, Swissôtel
Review
"Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."–Jeffrey Pfeffer Professor, Stanford Business School and author of The Human Equation: Building Profits by Putting People First
Review
Kevin Cuthbert Vice President, Human Resources, Swissôtel First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit.
Review
"This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."–Michael W. Morrison Dean, University of Toyota
Review
"The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."–David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard
Review
"Finally, something definitive about what makes for a great workplace."–Harriet Johnson Brackey Miami Herald
Review
David P. Norton
President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard
The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how.
Review
"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."–Marilyn Carlson Nelson President and CEO, Carlson Companies
Review
"Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."–Bernie Marcus former Chairman and CEO, Home Depot
Review
"This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."–Bradbury H. Anderson President and COO, Best Buy
Review
"Out of hundreds of books about improving organizational performance, here is one that is based on extensive empirical evidence and a book that focuses on specific actions managers can take to make their organizations better today! In a world in which managing people provides the differentiating advantage, First, Break All the Rules is a must-read."-Jeffrey Pfeffer, Stanford Business School Professor and author of The Human Equation: Building Profits by Putting People First
Review
"This book challenges basic beliefs of great management with powerful evidence and a compelling argument. First, Break All the Rules is essential reading."-Bradbury H. Anderson President and COO, Best Buy
Review
"This is it! With compelling insight backed by powerful Gallup data, Buckingham and Coffman have built the unshakable foundation of effective management. For the first time, a clear pathway has been identified for creating engaged employees and high-performance work units. It has changed the way I approach developing managers. First, Break All the Rules is a critical resource for every front-line supervisor, middle manager, and institutional leader."-Michael W. Morrison Dean, University of Toyota
Review
"First, Break All the Rules is nothing short of revolutionary in its concepts and ideas. It explains why so many traditional notions and practices are counterproductive in business today. Equally important, the book presents a simpler, truer model complete with specific actions that have allowed our organization to achieve significant improvements in productivity, employee engagement, customer satisfaction, and profit."-Kevin Cuthbert Vice President, Human Resources, Swissôtel
Review
"Finally, something definitive about what makes for a great workplace."-Harriet Johnson Brackey Miami Herald
Review
"Within the last several years, systems and the Internet have assumed a preeminent role in management thinking, to the detriment of the role of people in the workplace. Buckingham and Coffman prove just how crucial good people -- and specifically great managers -- are to the success of any organization."- Bernie Marcus former Chairman and CEO, Home Depot
Review
"The rational, measurement-based approach, for which Gallup has so long been famous, has increased the tangibility of our intangible assets, as well as our ability to manage them. First, Break All the Rules shows us how."-David P. Norton President, The Balanced Scorecard Collaborative, Inc.; coauthor of The Balanced Scorecard
Review
"As the authors put it, "a great deal of the value of a company lies between the ears of its employees." The key to success is growing that value by listening to and understanding what lies in their hearts -- Mssrs. Buckingham and Coffman have found a direct way to measure and make that critical connection. At Carlson Companies, their skills are helping us become the truly caring company that will succeed in the marketplace of the future."-Marilyn Carlson Nelson President and CEO, Carlson Companies
Review
“What a gem! Enough that it's a thorough, practical manual for optimizing relationships and work environments, based on new and solid research in human behavior--but it's a surprising, witty, well-written, and wonderfully engaging read. I had countless "aha!"s about how we effectively get things done, as I read it. Bravo, Ron Friedman.”
-David Allen, author of Getting Things Done
"We've lost our way. In this stunning book, Ron Friedman helps us get back on track, exploring not only what work is for, but how we can leap forward and become more human, more alive and more effective."
-Seth Godin
"In The Best Place to Work, Ron Friedman examines the factors that take a company from ordinary to extraordinary. The stories in this book -- which range from cruise ship casinos to hostage negotiations -- are fascinating in their own right, but they also pack powerful, research-based lessons for better leadership in the workplace. Friedman's findings are often surprisingly counterintuitive, yet always convincing.”
-Daniel H. Pink, author of Drive and To Sell Is Human
“The Best Place to Work is an engaging journey through the latest science of improving the quality of life in organizations. Psychologist Ron Friedman examines how to unleash creativity, boost motivation, and offer rewards and recognition that bring people together rather than driving them apart.”
-Adam Grant, author of Give and Take
“A must-read for managers, decision ¬makers, and emerging leaders.”
—Library Journal (starred review)
"This is an energetic, conversational look at what really makes an office environment tick."
-Publishers Weekly
"Most readers will find some arresting ideas in this book...with a light and entertaining touch."
—Financial Times
"A contemporary classic. Dr. Friedmans new book offers a highly original guide to creating exceptional workplaces based on cross-field academic research and superb examples from real companies. You wont find these insights elsewhere. From office design to employee motivation to conflict resolution, The Best Place to Work is the best book to have on your shelf now."
-Marshall Goldsmith, author of What Got You Here Wont Get You There
"I love this book! It's smart, fun to read, interesting, clear, and practical. We're all owners of our workplaces, and this is our owner's manual. Following Ron's advice is easy and will pay huge dividends for you and the people with whom you work."
-Peter Bregman, author of 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done
“An eye-opening, highly-readable, and practical guide to improving the way we work. No matter what you do for a living, this book will change the way you see your workplace.”
-Professor Richard Wiseman, author of 59 Seconds: Think a Little Change a Lot
“In The Best Place to Work, Ron Friedman brings together decades of psychological research into a package that offers organizations concrete advice to improve the well-being of workers and the quality of work. Much of the advice is eye-opening. I'm sure the results of taking the advice will be too.”
-Barry Schwartz, author of The Paradox of Choice and Practical Wisdom
“This fascinating book shows how to create workspaces that foster creativity, collaboration, and high productivity. Its a joy to read, filled with practical advice for leaders, engaging real-world stories, and grounded in scientific research.”
-Keith Sawyer, Morgan Distinguished Professor in Educational Innovations, University of NC at Chapel Hill, and author of Zig Zag: The Surprising Path to Greater Creativity
"Friedman's book fills you with optimism about the future of work. If enough managers pay attention to the science he is promoting, then a lot of people are going to roll out of bed on Mondays truly eager to get to the other side of their commutes."
-David McRaney, author of You Are Not So Smart
“When it comes to motivation and engagement, the problem is rarely that the work itself is terrible - its that the way we are working is. In The Best Place to Work, Ron Friedman tells you everything - and I mean everything - you need to know to bring out the best in your employees. This powerful (and entertaining!) book is a guide to understanding how subtle, often unconscious influences in the workplace affect happiness, creativity, productivity and loyalty - and how you can use these insights to create real and lasting impact, on your team and in your organization. Everyone should be reading this book.”
-Heidi Grant Halvorson, PhD, Associate Director of Columbia Business School's Motivation Science Center and author of 9 Things Successful People Do Differently
"If you want to attract and keep exceptional employees, your culture is the key. In this entertaining book, Ron Friedman offers a practical game plan for building a workplace that thrives.”
-Todd Henry, author of Die Empty
“Theres an astonishing gap between what science knows about human behavior and what companies think they know. In this fascinating book, Ron Friedman outlines the science behind thriving at work and offers practical advice for managers who are committed to making a real difference in the workplace."
-David Burkus, author of The Myths of Creativity: The Truth About How Innovative Companies and People Generate Great Ideas
"What a great relief to read a business book that is not just about how to be a better leader but about what makes work more fun, exciting and productive. By focusing on what managers at all levels of an organization can do, this book provides a rich inventory of practical, research-based ideas for making work engaging. A most valuable and entertaining read full of powerful insights that should be read by every manager and employee."
-Edgar H. Schein, Professor Emeritus Sloan School of Management, MIT and author of Organizational Culture and Leadership, 4th Edition and co-author, with John Van Maanen, of Career Anchors, 4th Edition
“Ron Friedman's The Best Place to Work presents the latest scientific findings in a highly entertaining but rigorous way. An excellent example of great science writing for practical application in the real world. If you want to make the workplace better, this book is the best place to start.”
-Dean Keith Simonton, PhD, Distinguished Professor of Psychology, University of California, Davis
“The Best Place to Work flows seamlessly and is filled with practical, accessible ways of seeing not only oneself in depth, but also the complex mosaics of workplace environments with pitfalls and opportunities galore. The principles that undergird a fulfilling and healthy life, with room for authentic, creative play are infused into practical, real-life vignettes throughout its pages. Bringing the science of human innovativeness and productivity into focus, and combining these science-based truths with a life well lived are what can be gleaned from its chapters.”
-Stuart Brown, M.D., author of Play: How it Shapes the Brain, Opens the Imagination, and Invigorates the Soul, and Founder and President of The National Institute for Play
“Ron Friedman bridges the gap between cutting-edge science and the reality of the modern workplace in a way that is clear, sensible, and effective. Friedman does more than offer recommendations - he provides empirically supported tools for turning most any office into a lively, engaging workplace. Written in a user-friendly style that will grab your attention, this book is a must-read for anyone who has wondered why workplaces cant be successful and welcoming at the same time.”
-Harry Reis, PhD, University of Rochester Professor of Psychology, Past President of the Society for Personality and Social Psychology, and winner of the International Association for Relationship Research's Distinguished Career award
"An excellent book."
-Booklist
Synopsis
In
First, Break All the Rules, Gallup presents the remarkable findings of its massive in-depth study of great managers—those who excelled at turning each employee’s talent into performance.
The world’s greatest managers differ in sex, age, and race. They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don’t believe that, with enough training, a person can achieve anything he sets his mind to. They don’t try to help people overcome their weaknesses. They disregard the golden rule. They even play favorites.
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. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people.
Gallup’s research—based on 80,000 managers in 400 companies—produced twelve simple questions that distinguish the strongest departments of a company from the rest. First, Break All the Rules introduces this essential measuring stick and proves the link between employee opinions and productivity, profit, customer satisfaction, and rate of turnover.
About the Author
Ron Friedman, Ph.D. is an award-winning psychologist and founder of Ignite80, a management consultancy that teaches leaders and their teams evidence-based practices for building extraordinary workplaces.
A human motivation expert, Ron has authored multiple book chapters and academic journal articles on the science of achievement, creativity, and happiness. Prior to launching Ignite80, Ron served on the faculty of the University of Rochester, Nazareth College, and Hobart and William Smith Colleges.
Popular accounts of Rons research have appeared on NPR and in major newspapers, including The New York Times, Washington Post, Boston Globe, Vancouver Post, the Globe and Mail, The Guardian, as well as magazines such as Mens Health, Shape, and Allure.
He contributes to the blogs of Fast Company, Forbes, and Psychology Today.
Table of Contents
ContentsIntroduction: Breaking All the Rules
Chapter 1: The Measuring Stick
A Disaster Off the Scilly Isles
"What do we know to be important but are unable to measure?"
The Measuring Stick
"How can you measure human capital?"
Putting the Twelve to the Test
"Does the measuring stick link to business outcomes?"
A Case in Point
"What do these discoveries mean for one particular company?"
Mountain Climbing
"Why is there an order to the twelve questions?"
Chapter 2: The Wisdom of Great Managers
Words from the Wise
"Whom did Gallup interview?"
What Great Managers Know
"What is the revolutionary insight shared by all great managers?"
What Great Managers Do
"What are the four basic roles of a great manager?"
The Four Keys
"How do great managers play these roles?"
Chapter 3: The First Key: Select for Talent
Talent: How Great Managers Define It
"Why does every role, performed at excellence, require talent?"
The Right Stuff
"Why is talent more important than experience, brainpower, and willpower?"
The Decade of the Brain
"How much of a person can the manager change?"
Skills, Knowledge, and Talents
"What is the difference among the three?"
The World According to Talent
"Which myths can we now dispel?"
Talent: How Great Managers Find It
"Why are great managers so good at selecting for talent?"
A Word from the Coach
"John Wooden, on the importance of talent."
Chapter 4: The Second Key: Define the Right Outcomes
Managing by Remote Control
"Why is it so hard to manage people well?"
Temptations
"Why do so many managers try to control their people?"
Rules of Thumb
"When and how do great managers rely on steps?"
What Do You Get Paid to Do?
"How do you know if the outcomes are right?"
Chapter 5: The Third Key: Focus on Strengths
Let Them Become More of Who They Already Are
"How do great managers release each person's potential?"
Tales of Transformation
"Why is it so tempting to try to fix people?"
Casting Is Everything
"How do great managers cultivate excellent performance so consistently?"
Manage by Exception
"Why do great managers break the Golden Rule?"
Spend the Most Time with Your Best People
"Why do great managers play favorites?"
How to Manage Around a Weakness
"How do great managers turn a harmful weakness into an irrelevant nontalent?"
Chapter 6: The Fourth Key: Find the Right Fit
The Blind, Breathless Climb
"What's wrong with the old career path?"
One Rung Doesn't Necessarily Lead to Another
"Why do we keep promoting people to their level of incompetence?"
Create Heroes in Every Role
"How to solve the shortage of respect."
Three Stories and a New Career
"What is the force driving the New Career?"
The Art of Tough Love
"How do great managers terminate someone and still keep the relationship intact?"
Chapter 7: Turning the Keys: A Practical Guide
The Art of Interviewing for Talent
"Which are the right questions to ask?"
Performance Management
"How do great managers turn the last three Keys every day, with every employee?"
Keys of Your Own
"Can an employee turn these Keys?"
Master Keys
"What can the company do to create a friendly climate for great managers?"
Gathering Force
Appendices:
APPENDIX A: The Gallup Path to Business Performance
"What is the path to sustained increase in shareholder value?"
APPENDIX B: What the Great Managers Said
"What did great managers say to the three questions quoted in chapter 2?"
APPENDIX C: A Selection of Talents
"Which talents are found most frequently across all roles?"
APPENDIX D: Finding the Twelve Questions
"How did Gallup find the twelve questions?"
APPENDIX E: The Meta-analysis
"What are the details of the meta-analysis?"
Acknowledgments