How to be a Brilliant Manager

The thought of writing this chapter was what motivated me to write this book in the first place. Let’s face it, the average standard of managing people is far from brilliant, so this is a very good place to start a book about becoming a brilliant manager.

I would like to start with an optimistic observation:

People in a work context are very forgiving. If your performance improves then your staff will very soon forget your past lapses.

This means that you can turn round the team’s view of your management style very quickly indeed.

I will also restate the golden rule of management in an appropriate form:

The simplest way to get your staff to behave ...