First, Break All the Rules: What the World's Greatest Managers Do Differently: From Gallup

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The author gives important insights to maximizing strengths, understanding the crucial differences between leadership and management, and fulfilling the quest for long-lasting personal success. It's highly addictive to get core insights on personally relevant topics without repetition or triviality. The manager must “seize opportunity, using his smarts and impatience to exert his will over a fickle world.

If you only look at what’s the norm, you also severely undermine the opportunity for everybody to exceed expectations. While great managers allow employees to be individuals, that doesn’t mean employees are free to do whatever they wish. I feel you don't need to be in management or interested in being a manger to get value from this book. If you micromanage by telling people how to reach the company goals, they’ll resent you and become less engaged. Download PDF Lesson 1: Satisfied employees are the only way to long-term success and managers control how happy employees are.Since the StrengthsFinder debuted in 2001, more than 1 million people have discovered their strengths with this useful and important tool. I’m not sure where the authors have been for the last 30 years and I’d also question whether they have ever been managers themselves. Anyway, this book has me thinking about management in an all new way and I am very interested to see what else it has to offer. As we have seen, the snug fit of an employee’s talents with company demands contributes greatly to good performance.

What a belly laugh I had when I discovered that Buckingham had written a how-to manual for being a good manager! The findings in this book would surprise many of us, who do self-development or others-development everyday. For one thing, satisfied employees are more engaged in their work, and because of their stronger commitment they greatly contribute to higher productivity.Pay attention to what your workers are good at and assign them appropriately, and treat them with respect. It's worth a read, but I feel like I have to have a degree in psychology (or psychiatry for that matter) to be a great manager.