Coming soon · Book Profile
First, Break All the Rules_ What the World_s Greatest Managers Do Differently
Based on Gallup's massive study of over 80,000 managers and a million employees, this book reveals that great managers reject conventional wisdom and instead select for talent, define outcomes, focus on strengths, and find the right fit for each person.
A profile of this book is on the way.
What it’s about
First, Break All the Rules distills decades of Gallup research—interviews with more than 80,000 managers and surveys of over a million employees—into a clear, evidence-based account of what the world's greatest managers do differently. The book's central discovery is that talented employees stay and perform because of their immediate manager, not the company's perks, pay, or leadership. It introduces the Q12, a validated 12-item measuring stick of workplace strength linked to productivity, profitability, retention, and customer satisfaction, and the Four Keys great managers turn: select for talent (not just experience or willpower), define the right outcomes (not the right steps), focus on strengths (not weaknesses), and find the right fit (not just the next rung up). Grounded in neuroscience and rigorous meta-analysis, it overturns cherished beliefs—that anyone can be anything, that you should fix weaknesses, that you should treat everyone the same—and shows managers how to capitalize on each person's enduring, unique talents. It is a practical, provocative guide for any manager who wants to turn human nature into sustained performance.
The through-line
- Who it’s for
- A manager (or aspiring manager) who wants to turn their employees' talents into sustained high performance and build a strong, productive team.
- The problem
- Employees are disengaged, talented people leave, and conventional management tactics fail to produce lasting performance. The manager feels overwhelmed, uncertain about what really works, and torn between competing demands and contradictory advice.
- The plan
- Select for talent, not just experience, brainpower, or willpower.
- Define the right outcomes and let each person find their own path.
- Focus on each person's strengths and manage around weaknesses.
- Help each person find the right fit rather than the next rung up.
- Establish a simple, frequent, future-focused performance management routine.
- The payoff
- A strong, engaged workplace where employees answer the Q12 positively. · Higher productivity, profitability, retention, and customer satisfaction. · Employees doing what they do best every day and growing in roles that fit them.
See our guide
Related profiles we’ve built
- A Theory of Human Motivation →
- Anxiety at Work_ 8 Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done →
- Applied Multivariate Stats Social Sciences Stevens →
- Assessing Change in Psychoanalytic Psychotherapy of Children and Adolescents (Psychology, Psychoanalysis & Psychotherapy) →
- Basics Qualitative Research Grounded Theory Corbin Strauss →
- Bayesian Multilevel Models for Repeated Measures dаta A Conceptual and Practical Introduction in R →
- Beyond Hr Boudreau Ramstad →
- Compensating Your Employees Fairly →
Additional reading
- The Organism · Kurt Goldstein
Maslow sources the term 'self-actualization' from Goldstein and builds upon his holistic view of the organism.
- Explorations in Personality · H. A. Murray, et al.
Cited as providing an 'excellent discussion' on the basic principle of centering motivation theory on goals rather than instigation or behavior.
- Social Interest · Alfred Adler
Maslow credits Adler and his followers for stressing the importance of the 'esteem needs,' which he felt were neglected by Freudian psychoanalysts.
- Wisdom of the Body · W. B. Cannon
Provides the foundational concept of 'homeostasis,' which Maslow uses as the starting point for his discussion of physiological needs.
- Multipliers · Liz Wiseman
Explores how leaders can either amplify ('multiply') or diminish ('diminish') the intelligence and capabilities of their teams, a key concept for creating a positive, low-anxiety environment.
- The Fearless Organization · Amy Edmondson
Provides the foundational research and practical steps for creating psychological safety, which the book identifies as crucial for reducing interpersonal anxiety and encouraging people to speak up.
- Mindset · Carol Dweck
Explains the difference between a 'growth mindset' and a 'fixed mindset,' which is presented as a key tool for helping employees manage perfectionism and see failures as learning opportunities.
- Crucial Conversations · Kerry Patterson, Joseph Grenny, et al.
Recommended as a resource for employees to learn how to navigate difficult, high-stakes conversations, directly addressing the book's theme of moving from conflict avoidance to healthy debate.
- Better Allies · Karen Catlin
The author is quoted on specific, actionable steps for allyship, making her book a practical guide for implementing the principles in Chapter 7.
- Blindspot: Hidden Biases of Good People · Mahzarin R. Banaji and Anthony G. Greenwald
Explains the science of implicit bias, which is central to the book's argument that leaders need to be proactive allies because 'not being racist/sexist' isn't enough.