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Review
Marcus Buckingham is considered one of the most respected authorities of management and leadership in the world today. After graduating from Cambridge with a master's degree in social and political science, he expanded his knowledge in this area immensely over the next seventeen years through his work with the Gallup Organization.

In The One Thing You Need to Know, Buckingham uses his expertise to assist the reader in simplifying the sometimes complex process of leading, managing, and ultimately sustaining individual success. Ironically, Buckingham begins by offering the answer to the "One Thing You Need to Know" for each of these three components. While the book must be read in it's entirety to capture the intent, simply stated: great managers are people-focused and great leaders envision the possibilities. He also acknowledges that people are often asked to serve in a variety of roles, and "knowing when to shift gears" can bring about the highest level of performance within an organization. The last component, sustained individual success, recognizes that people must constantly make choices in life in how to use their expertise. Personalities, pressures, and options are all factors that play a role in decision making. Buckingham reveals that sustained individual success is achieved by "filtering all opportunities… in which to best express yourself", and the key is knowing what filter to use in the process.

In Part 1 of the book, chapters two through four, leading and managing are defined in detail through the use of personal experiences involving everyday people Buckingham has met in his travels. He then assists the reader in forming opinions of what talents are needed to be successful based on these situations. The use of narratives allows the reader to relate the stories to their own life experiences, and through these examples understand how sustained organizational success is achieved.

In Part II, chapters five through seven, the reader is then guided through steps for applying these concepts to achieve sustained individual success. Again through the use of personal experiences, Buckingham categorizes specific traits in performance that hinder individuals from achieving this goal. He summarizes this section by offering tips or "contenders" to promote success and addresses the negative forces that could hinder personal performance.

Summary of Main Points

* Understanding the difference in great managing and great leading requires identifying the talents needed and knowing when and how to use them.

* Sustained organizational success can be achieved by acknowledging that managers must focus on the people and leaders must focus on the future. Though different, each role is of great significance.

* Sustained individual success is achievable, if personal strengths and weaknesses are identified, careful consideration is given to present and future decision making, and a time of refection is taken to review past decisions. In essence, discover yourself and others.

Call To Action
After reading this book, the following five actions are recommended for those interested in effective leadership:

* Immediately sit down and discover what is unique about yourself. Idenitify what you believe to be your strengths and talents in both effective management and effective leadership. Once discovered, nurture personal strengths and weaknesses to effectively perform the respective roles.

* Next, discover what is unique about others. Once you've identified the strengths and talents that contribute to effective management and effective leadership, nurture these strengths and talents in others to help them effectively perform their respective roles.

* Understand the learning process of others and capitalize on their individualism.

* Achieve sustained individual success by: finding the right tactics and employing them, identifying flaws and fixing them, and discovering strengths and cultivating them.

* Finally, "Sustained success means making the greatest possible impact over the longest period of time." As great leaders and managers we must be committed to the pursuit of promoting life long learning in both others and ourselves.