By Dr Peter Honey
Dealing with is a dangerous enterprise: the way to 'let cross' but remain in contact, tips on how to stability momentary strategies with longer-term procedure, the way to encourage humans to do extra with much less, the best way to 'walk the debate' should you do not feel love it, how concurrently to be an inspirational chief and a good supervisor - the dilemmas are never-ending. Peter Honey has spent greater than 35 years advising managers, from a large cross-section of capabilities and agencies, and attracts on his reports during this pleasing, insightful publication. the entire of administration lifestyles is printed in 50 brief tales, a few unhappy, a few humorous - all in response to genuine managers and actual occasions. you will find control-freaks, autocrats, egotists, bullies, perfectionists, ditherers and eccentrics in addition to a couple of managers easily striving to do their top in tough conditions. Peter Honey bravely bargains every one unsuitable supervisor sensible suggestion in a bid to enhance their functionality and make existence extra tolerable for his or her colleagues. the result's a practical, enticing and finally potent booklet from which any supervisor, at no matter what point, can research very much.
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Extra info for 50 Cautionary Tales for Managers: An Entertaining Collection of Enlightening Parables for Managers
Anyway, with this immediate past history, you can perhaps understand why lan's direct reports had some difficulty adapting to lan's 'solutions only' approach. Whenever they lapsed into problem-stating behaviour, Ian would become extremely agitated and banish them until they could think of some solutions. This they found hard to do, convinced in their hearts that problems not only existed, but that the ones they were grappling with were insoluble! ) they would incur his wrath. It didn't take Ian long to realise that his direct reports were failing to deliver results and he became exceedingly frustrated about the lack of progress.
Never having seen him in such a state before, indeed never having believed he was capable of tears, she assumed he had received news of some catastrophe. ' she asked, fearing the worst. 'My wife has just phoned', sobbed Bob. ' It seems that even bullies have soft spots. 18 STORIES ABOUT DIRECTORS AND SENIOR MANAGERS Advice to Bob >bur behaviour towards graduates is, quite simply, unacceptable. You are abusing your power and having a detrimental effect on staff morale and turnover. In your heart of hearts, you must know this.
The bank suffered from institutionalised deference. ) more consultative. Traditional managers such as Digby, however, found anything that smacked of democracy very puzzling and inconvenient. It was so much simpler to tell everyone what to do and demand unquestioning obedience. Asking for opinions invariably meant tapping into a host of irreconcilable differences and, in the end, having to say, 'Forget I asked. ' With the bank's long history of built-in deference, staff operated with two switches.
50 Cautionary Tales for Managers: An Entertaining Collection of Enlightening Parables for Managers by Dr Peter Honey