“At the end of the day people won’t remember what you said or did, they will remember how you made them feel.” Though in this famous quote Maya Angelou wasn’t commenting on management or leadership specifically, she might as well have been...
We often just assume a high-intensity model of Type A behavior is the natural style for management. But is this really the best way to bring out the best in others? This article first appeared in Harvard Business Review.
An excerpt from my new book "The Type B Manager: Leading Successfully in a Type A World," which was published in August by Prentice Hall Press. This chapter discusses managers' needs to find the style that works best for them, while remaining true to their own managerial DNA.
To develop managers, we tend to focus on a relatively predictable skill set. These four less expected, creative approaches can help improve management performance. It's not about sensitivity, it's about productivity.
This is an excerpt from my new book "The Type B Manager: Leading Successfully in a Type A World," which is being published today by Prentice Hall Press. Publishers Weekly has called it "an excellent resource for leaders who don't fit the mold." This section examines the role Type A and Type B personalities can play in managerial performance.
When I was in the corporate world, we had a saying about a certain kind of manager: “He got results, but he left a trail of bodies in his wake.” His (or her) methods were unsound, unsustainable. What are characteristics of sustainable management?