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manishsawankar

Dear All,
I am reading an interesting book First, Break All The Rules. We can have a very fruitful discussion, experience sharing, gaining meaning of the book in depth and developing further the implementation of the message of the book.
Kindly let me know who has read or reading this book and interested to discuss in depth.
Warm Regards
Manish
From India, Nagpur

FIRST BREAK ALL THE RULES WHAT THE WORLD A PDF Here! The writers of First Break All The Rules What The World A have made all reasonable attempts to offer latest and precise information and facts for the readers of this publication. The creators will not be held accountable for any unintentional flaws or omissions that may be found. From Third World To First The Singapore Story 19652000. January 22, 2019 Add Comment Download From Third World To First The Singapore Story 19652000, Ebook From Third World To First The Singapore Story 19652000, Free Ebook From Third World To First The Singapore Story 19652000, Free PDF From Third World To First The Singapore Story 19652000.

MM Banga

Hi Manish,
I agree that this book is excellent and a must read for HR/ managers and leaders.
Its worth practicing. We at our company underwent a gallop survey and then initiated and implemented few corrective actions. Results were encouraging.
rgds
mmbanga
From India, Delhi

Hiren50

Sometime ago, I had made a presentation to yahoo Q and A on the book. Some excerpts:-
Concluded from a survey interviewing the world?s top managers, the book ?First, break all the rules? defines Talent as ? a recurring pattern of thought, feeling or behavior that can be productively applied to a particular situation or role?. After every child is born, the child?s mind tries to reach out aggressively and by the third birthday, makes fifteen thousand synaptic connections(between the cells) for each of its one hundred billion neurons. These mental pathways are the filter which produce unique patterns of behavior, which create her enthusiasms and indifferences and basically define where she will excel and where she will struggle. These pathways are indications to the child?s character and according to neuroscience , beyond a point, there is a limit to how much of her character she can recarve .
The book disproves the conventional wisdom that ?Human beings have unlimited potential? . Every now and then, self-help books appear on how one can win if life on the basis of having the ?right attitude? alone which can mislead impressionable minds.
The book further says that Talents are of three types- Striving, thinking and relating talents. Striving talents explain the whys of a person- is he altruistic or competitive or both, is he task oriented or result oriented or both? Thinking talents define the hows of a person- is he a linear or a lateral thinker, is he disciplined or carefree etc. Relating talents define who- with whom he relates, confronts or ignores. The core activities of a manager and a leader are different It is entirely possible for a person to be a brilliant manager but a terrible leader or vice- versa but a few exceptional people excel at both. In the Indian context, Saurav Ganguly may pale in comparison to Tendulkar as a batsman but made a much better captain which is something that nobody could have predicted. Tendulkar, being a great batsman could have easily led by example but it was the lesser gifted batman, Ganguly who really excelled as a leader which is doubly creditable.
This difference between ?performers? and ?leaders? is very well brought out by the book. Distinguishing between talent and non-talents, it gives examples of waiters, bar tenders, housekeepers, nurses, data entry operators etc as to how the best were different from the rest even in minor jobs and were compensated highly without necessarily being promoted. The best bartender was someone who remembered names of 3000 guests and their drinks and the champion data entry operator was four times faster than the rest. They gave prestige by public recognition and money to these best performers without necessarily promoting them if they did not have the talent for man management. The real solution is broadbanding which defines different ranges of salaries for different posts for both performers and man managers. Following this, it is possible for a superb police officer to be paid more than a less efficient sergeant without being promoted, a brilliant teacher can similarly earn more than a novice principle, an excellent flight attendant more valuable than an average pilot etc This is talent management at its best as the concerned people remain motivated despite not being promoted for roles that do not suit them. If combined with transparency, it can make a dent in problems like corruption in India.
The book further says that intelligence is a boon that great managers label a talent that cannot be taught and one has to assess the employee as a whole- ?What drives an employee, how they think and build relationships- is more important? Only the presence of talent can explain why other factors being equal, some people excel in the role and some struggle- one man?s meat is another man?s poison. The main thrust is to make the person feel that he is in a role that uses his talents while simultaneously challenging him to grow. . Great managers recognize that people are motivated differently, each person has his own way of thinking and his own style of relating to others
The book further reveals that great managers know that there is a limit to how much remolding they can do to someone. They try to help each person become more and more of what he already is by focusing on his strengths and finding him a role that is aligned to his strengths rather than try to fix his weakness to be able to do the current job better. There is an example of a boss telling his subordinate ?I love you and therefore I have to fire you? and then taking pains to find a job for that person to suit his talents rather than forcing him in the current role which did not suit him. This is the best example of tough love that a person can expect to find and is at variance with giving too much importance to attitude. If everybody were to practice this brand of socialism, the world would be a much better place to live in.
The book says that Talent primarily depends on certain behavior traits that are not easy to change. Many companies send their employees to training classes to learn new behaviors- empathy, assertiveness, relationship building etc. However, great managers believe that people don?t change much. The less articulate fellow shall never excel at debate and the intense competitor will never learn to be assertive and not aggressive no matter how much he may understand ?win-win? scenarios
Competencies are part skill, part talent and part knowledge. When one refers to them, one should be clear in one?s mind which are skills and knowledge and can be taught and which are talents and cannot be taught. ?Implementing business or management control systems? is a skill but ?calm under pressure? is a talent that cannot be taught. It can be disastrous to suggest that the only way to become more effective is to change your nature. For example, if a person is persistently pessimistic, rather than telling him continuously to be positive, it is better to fit him in a role where skepticism is a key to success
While skills and knowledge can be taught, talent cannot. Skills are how to?s of a role that are transferable from person to person and can be improvised with practice. They are often situation specific and faced with an unanticipated scenario, they lose much of their power unlike talent which is transferable from situation to situation. If one has the relating talent of assertiveness, one can always tell one?s case plainly and persuasively. Knowledge is of two types- factu

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