The Value of This Chapter
What Most Managers Do
Most managers know that their success depends upon the team that they create and manage. Nevertheless, countless managers continue to fail because they have an inadequate team or because they don’t know how to coach their team to excellence.
These managers usually know that they should have “good people” on their teams, but they often make erroneous judgments about what that means. For example, all too often, candidates are evaluated almost solely on the basis of their past jobs.
Once a new person is on board, the practices used by managers range from fully hands off (chaos) to fully hands on (micromanagement). These extreme management styles leave the employees either confused about their goals ...
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