What if I told you that most of what school teaches about supervising and managing people is misguided, wrong, and will make your job more challenging? Would you be shocked, or would you nod your head knowingly because that’s something that you have felt for a long time but were afraid to speak out loud?
Working for a good manager can be an incredibly fulfilling experience because they understand how to delegate authority, responsibility, and tasks to individuals and groups. Poor managers assign tasks, arbitrarily set deadlines, and then, to add insult to injury, don’t provide adequate resources to achieve the goals. To meet unrealistically assigned objectives, team members have to work long hours, often without additional compensation (salaried workers generally do not receive overtime pay.)
The truly outstanding manager empowers people to work individually and as a group to work towards the common good of everyone involved. Deadlines are set after consultation with the team, the required resources are assigned, and authority and responsibility are delegated appropriately.
There are plenty of management books out there, and I’m not even going to attempt to write yet another tome explaining a fad management technique. That’s not the purpose of this book.
My goal is to impart to you – my reader – a philosophy of how to succeed as a manager or supervisor of people. You can attend college to learn techniques of how to robotically manage a group. Lots of people in the workplace do exactly that, and many of them become good managers. However, the best learning comes from mentors, short courses, books and from the school of hard knocks—experience.
What if I told you that most of what school teaches about supervising and managing people is misguided, wrong, and will make your job more challenging? Would you be shocked, or would you nod your head knowingly because that’s something that you have felt for a long time but were afraid to speak out loud?
Working for a good manager can be an incredibly fulfilling experience because they understand how to delegate authority, responsibility, and tasks to individuals and groups. Poor managers assign tasks, arbitrarily set deadlines, and then, to add insult to injury, don’t provide adequate resources to achieve the goals. To meet unrealistically assigned objectives, team members have to work long hours, often without additional compensation (salaried workers generally do not receive overtime pay.)
The truly outstanding manager empowers people to work individually and as a group to work towards the common good of everyone involved. Deadlines are set after consultation with the team, the required resources are assigned, and authority and responsibility are delegated appropriately.
There are plenty of management books out there, and I’m not even going to attempt to write yet another tome explaining a fad management technique. That’s not the purpose of this book.
My goal is to impart to you – my reader – a philosophy of how to succeed as a manager or supervisor of people. You can attend college to learn techniques of how to robotically manage a group. Lots of people in the workplace do exactly that, and many of them become good managers. However, the best learning comes from mentors, short courses, books and from the school of hard knocks—experience.
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Italian
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Already translated.
Translated by Mihaiela Corsatea
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Portuguese
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Already translated.
Translated by Nícolas Poloni
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Spanish
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Already translated.
Translated by Nicolás Raúl Toledo Allende
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