| | |  | Success Books | Home » » The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success | | | | | | | Description: | | Following the success of the landmark bestsellers First, Break All the Rules and Now, Discover Your Strengths, Marcus Buckingham offers a dramatically new way to understand the art of success. With over 1.6 million copies of First, Break All the Rules (co-authored with Curt Coffman) and Now, Discover Your Strengths (co-authored with Donald O. Clifton) in print, Cambridge-educated Buckingham is considered one of the most respected business authorities on the subject of management and leadership in the world. With The One Thing You Need to Know, he gives readers an invaluable course in outstanding achievement -- a guide to capturing the essence of the three most fundamental areas of professional activity. Great managing, leading, and career success -- Buckingham draws on a wealth of applicable examples to reveal that a controlling insight lies at the heart of the three. Lose sight of this "one thing" and even the best efforts will be diminished or compromised. Readers will be eager to discover the surprisingly different answers to each of these rich and complex subjects. Each could be explained endlessly to detail their many facets, but Buckingham's great gift is his ability to cut through the mass of often-conflicting agendas and zero in on what matters most, without ever oversimplifying. As he observes, success comes to those who remain mindful of the core insight, understand all of its ramifications, and orient their decisions around it. Buckingham backs his arguments with authoritative research from a wide variety of sources, including his own research data and in-depth interviews with individuals at every level of an organization, from CEO's to hotel maids and stockboys. In every way a groundbreaking book, The One Thing You Need to Know offers crucial performance and career lessons for business people at all career stages. | | | Product Details: | | | Author:
| Marcus Buckingham | | Hardcover:
| 304 pages | | Publisher:
| Free Press | | Publication Date:
| March 07, 2005 | | Language:
| English | | ISBN:
| 0743261658 | | Product Length:
| 9.25 inches | | Product Width:
| 6.29 inches | | Product Height:
| 1.03 inches | | Product Weight:
| 1.21 pounds | | Package Length:
| 8.9 inches | | Package Width:
| 6.14 inches | | Package Height:
| 1.1 inches | | Package Weight:
| 1.19 pounds | | Average Customer Rating:
|  based on 56 reviews |
| | | | Customer Reviews: | |
Average Customer Review:
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121 of 122 found the following review helpful:
 Full of quality, though some of it is recycled materialMar 10, 2005
By Stosh D. Walsh
Buckingham's book is very good overall; the practical anecdotes he provides of people actually DOING the "one thing" are compelling, and his style is entertaining, and yet no-nonsense.
In giving us "the one thing," Buckingham emphasizes the need for what he calls the "controlling insight" to provide a means not only for getting on to the field of play, but "how to win and keep winning the game."
Armed with this description, he unveils what, based on his considerable experience and research, he considers the controlling insight about great managing, great leading, and sustained individual success.
Here are the "one things" for each:
Managing: "Discover what is unique about each person and capitalize on it."
Leading: "Discover what is universal and capitalize on it."
Sustained individual success: "Discover what you don't like doing and stop doing it."
Along the way, Buckingham provides some excellent points of focus, including a very important differentiation between managing and leading that too many of his contemporaries have overlooked: "When you want to manage, begin with the person. When you want to lead, begin with the picture of where you are headed."
Predictably though, much of the argument for each of the three controlling insights is predicated upon strengths theory, which Buckingham and Clifton popularized with "Now, Discover Your Strengths." In the management chapter, the anecdotes more or less focus on individuals who are able to identify the strengths of their people, and put them to the best possible use. In the sustained individual success chapter, he takes strengths theory a step further, advocating not only discovering your strengths and cultivating them, but eliminating, or managing, those areas in which you are weak as a primary (where "Now" made it more secondary) pursuit.
It is primarily for these chapters that I say some of the material is recycled. However, when you have the research to back up the claims, as Gallup (for whom Buckingham no longer works) certainly does with the StrengthsFinder instrument, you can hardly deviate from it very far.
Another way in which the material is somewhat recycled, though, is in its similarity to Collins' "Good to Great." Buckingham praises the work of Collins in some points, but takes minor swipes at it in others. This is a strange irony in the book, as Buckingham's arguments are very similar to those of Collins, just phrased differently. For example: Collins' "level 5 leadership" entails what he calls "The Stockdale Paradox"--a willingness to look at the brutal reality of the situation, but remain hopeful and determined that one will overcome it. Now, from Buckingham: "When I say leaders are optimistic I mean simply that nothing--not their mood, not the reasoned arguments of others, not the bleak conditions of the present--nothing can undermine their faith that things will get better."
Buckingham's slightly different definition of words like optimism (which could easily be defined as hope) and humility cause him to see Collins in a slightly different light, in spite of the fact that their findings are almost exactly the same. I found myself slightly disappointed by this, but I would recommend this book nevertheless, as it is an excellent compendium of insights overall from a man that few would dispute has become a global leader in these areas.
One humorous note: I'm fairly certain Buckingham has signed a two book deal with Free Press, so I'm anxiously awaiting the second book, especially as he has already given us "The One Thing You Need to Know." :-)
45 of 48 found the following review helpful:
 An obviously great approach I've never seen used before.Apr 07, 2005
By M. Strong
Marcus Buckingham is quickly setting himself apart from the current pack of management and leadership gurus out there. He isn't yet in the same league as Peter Drucker or Tom Peters, but he's young and he's headed in their direction.
His latest effort, "The One Thing" joins two instant classics he's already written, "First, Break all the Rules" and "Now, Discover Your Strengths." This book starts with a premise that sounds obvious once you hear it, but that I've never seen used before. Buckingham approaches the complex topics of management, leadership and sustained individual success and asks, "If you wanted to excel in any of these areas, but could focus in on just one single idea, what would be the most important and effective things you could focus on?"
Buckingham then goes on to give you "The One Thing" in each of those areas. His points aren't arrived at frivolously. Buckingham spent years and years working with Gallup, studying and interviewing thousands upon thousands of managers, leaders, and individual contributors, some good and some bad; he knows what separates the wheat from the chaff.
The book is so filled with great insights and "Why didn't I think of that" moments that my copy is all dog-eared and marked up and some of the things I've learned are going into practice as I type this.
Very highly recommended.
24 of 24 found the following review helpful:
Succinct, readable, and enlighteningMay 19, 2006
By P. Lozar
"plozar"
I thought that *First, Break All the Rules* was brilliant, and this book builds well on the line of thought that Buckingham and his collaborator started there. Plus it's succinct, well-written, and generally a pleasure to read -- which you can't say about a lot of business books!
Some points that particularly struck me were these.
1. The distinction between "management" and "leadership" skills, which are far too often confused: if someone shows leadership potential, their managers assume that the best place for them to exercise it is in a supervisory position. But a visionary leader isn't necessarily a "people person"; so they become frustrated, their direct reports aren't getting the management they need to best express their strengths, and far too much time and energy is wasted in trying to re-form the leader into someone he/she isn't instead of capitalizing on what he/she IS.
2. Why it's hard to learn skills/behaviors that don't build on your strengths (I think he gives just enough neurological information to be convincing and not overwhelming). Of course everyone has to learn *some* things that don't come naturally to them; but if someone with leadership qualities has mastered basic social and interpersonal skills, why try to make them into a mother hen when they could be making a greater contribution as a soaring eagle?
3. Many people have trouble with the One Thing he recommends for everyone: Work, they say, is not supposed to be Fun, and you can't blithely blow off the parts you don't like. However:
(a) Using your strengths to their fullest extent is not always "fun." Challenging, inspiring, and offering the greatest potential for success, yes; but often frustrating, and a whole lot of hard work too. But feeling that you've tapped into your strengths can give you the energy to blow past obstacles that, if you were also fighting your natural tendencies, would seem insurmountable.
(b) If you feel that your job forces you to constantly battle your weaknesses rather than building on your strengths, you're in the wrong job. This often happens when someone is promoted: e.g., the charismatic classroom teacher who becomes a principal, or the brilliant laboratory scientist who's made an administrator. The best thing you can do -- not only for yourself but for the people who have to work with you -- is push to be restored to the position where you can be most effective.
(c) Consider becoming a Free Agent. I was always excellent at my actual job (technical writing), while office politics and climbing the management ladder were highly uncongenial to me -- but, in most companies, that's the only way I could improve my pay/status. I became an independent contractor, work through an agency that handles billing/invoicing et al. (which I'm not good at either), and am paid well for doing what I do best -- and I highly recommend it.
One final comment: I've recently read a couple of graduation addresses, by Steve Jobs and Billy Joel respectively, that urged students to follow their hearts and do what they love, because that's the only route to satisfaction in work and in life. "Easy for them to say," you might grumble; but, although both gentlemen had a modicum of luck in their lives, they're both prime examples of choosing work that capitalizes on their strengths AND working very, very hard to succeed in it -- and succeed they certainly did. Think about it.
36 of 42 found the following review helpful:
 One thing you need to know about this bookJun 05, 2005
By Jaewoo Kim
"OB-Wan"
One thing you need to know about this book is that it is extremely wordy and contains little substance to justify a 280 page book. Mostly, the author writes what are seemingly useless paragraphs to meander from the focal point of the book: just what is the that one "thing" you should know? For example, the author compares three movies, and concludes that one of the movie was annoying because it didn't answer the question of "what is the meaning of life". I didn't find his wanna-be movie critic analysis useful, intriguing, or entertaining.
Let me save you some money by saying that one thing you should know is to understand your and others' strengths and capitalize on that strength by making it even stronger and utilizing it as much as possible. Everyone should focus on the strengths, not weaknesses.
13 of 13 found the following review helpful:
insightful, practically applicable, but wordyDec 29, 2005
By Anurag Gupta
"platform guru"
Marcus Buckingham discusses the one thing that distinguishes great managers, leaders, and sustained individual successes. His hypothesis based on extensive Gallup data is that there *is* one such thing for most aspects of life.
Most management books focus on aspects that if absent would result in management failure. These include hiring well, setting clear objectives, providing accurate feedback, etc. If present, these aspects may make for a good manager, not necessarily a great manager. Per Marcus' analysis, the aspect that truly separates great managers is their need to nurture growth amongst their employees, and their sensitivity to seemingly incremental growth in their employees. This tunes the manager to deeply understand the strengths and weaknesses of each direct report and craft an environment where each person plays to his / her strength. An analogy is chess where each player has different moves and they need to be orchestrated into an overall whole that moves the team towards its objectives.
Similarly, the one thing underlying successful marriages is the spouses' portraying the reality as reality plus - slightly warmer than the actual reality.
The one thing underlying successful leaders is the need to find the principle / theme that applies and appeals to the masses.
The one thing you need to know for individual sustained success is to continuously identify things that you don't like doing and stop doing them. As folks become successful, their scope expands to include work that they may not be as passionate about. Several ways of working with this reality are suggested including modifying your role, seeking partners with complementary skills, seeking a new job, etc.
The author was not succinct - hence, the four stars.
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