Chapter 2. What it takes to be an inspirational manager
‘Be approachable. If you’re not approachable, you are not managing.’ | ||
| --Danielle Holyoak, Freedom Finance | ||
‘It’s a partnership,’ says Paul Dunmore, at Thomson Directories. ‘I work with each one of my direct reports to ensure the best outcome for them personally, for the team and the company. Without this, they might just as well work on their own.’ This level of support and challenge is the difference between being an inspirational manager and just pinning the title on your door. It is also the difference between exceptional and mediocre performance.
We have all heard tales of really terrible managers and most of us will have worked for OK and even good managers. Unfortunately, far fewer can ...
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