For all the intellect and technique a manager can muster, his success turns on a subtle and elusive quality—the degree to which he can stimulate people to make the most of their own inherent capabilities.
“I think there’s too much bureaucracy in this company,” one manager confided to another. “Last month, the president formed a task force to figure out why projects weren’t being finished on schedule.”
“I know. It struck me as a good idea,” the other manager replied.
“Except for one thing. They haven’t submitted their report yet, and it was due three weeks ago.”
One very successful project manager explained how she never went over budget or missed a deadline: constant review and monitoring. Never ...