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List Price: $18.95 |
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Publisher: HarperCollins e-books
Salesrank: 1972
Released: 2007-03-13
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| Our Price: $9.99 |
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Availibility: 1
Costumer Rating:  |
Customer Reviews:
Finally, the antidote to “management by fad” 
In my many years in the workforce, I’ve seen just about every half-baked management fad that’s come down the pike. Most of them leave the manager confused and the “managee” feeling patronized or worse. Almost all get dumped sooner rather than later.
Thanks to this book I can finally put my finger on what’s wrong with these fads - they are simply elaborate excuses to avoid the actual hard work of management by wallowing in pop psychologoy or meaningless “metrics”. There is no getting away from the fact that the manager’s job is to set very definite expectations for his/her direct reports, communicate them clearly, track them diligently, and reward or discipline the worker accordingly. Tulgan makes it clear that good management takes effort but the rewards are great - a better and more honest relationship with your direct reports, better morale and better productivity.
Read this book if you have anyone reporting to you. And if not, buy it for your boss!
Management requires gumption!
A short time ago, I worked for a small-sized company with somewhat oversized ambitions, but I could never pinpoint why I felt the business’s ambitions were out of synch with its practices. I happened to pick up Bruce Tulgan’s book, It’s Okay to Be the Boss, and after just the first few pages, I knew under-management was the culprit I couldn’t name. Tulgan has aptly christened an unfortunate corporate ailment. His book is a meaningful attempt to “lift the lid” and expose the sorry state of today’s management, while providing the necessary course corrections. He emphasizes daily interaction; establishing methods for accountability; and clarity, clarity, clarity.
The book has several strengths:
1. Instinctual, but not impulsive. Tulgan’s message resonates in an intuitive way - “Yes! It is okay for me to be the boss!” and “Indeed, it will be hard work, but it will be worthwhile.” His message cuts through the daily noise and excuses to plainly remind managers of their primary, even sacred duty: get people to work at their best (very hard, very fast) all day long. Yet his book does not “rush in” - he is pragmatic and reasonable. Tulgan does not hype absurd or pointless tricks. He is not about cutting corners.
2. Immediately actionable. Do not be surprised if you feel the urge to implement these techniques as soon as possible - in fact, it is likely that you’ll be tempted to put the book down half-way through and announce “Great news, I’m the boss! And I’m going to do my best to be a great one!” His strategies are simple and straightforward. You can begin managing with these techniques immediately (like holding your first 15 minute standing meeting) - there is no need to meditate heavily or layout a long-range vision.
3. Realistic. Tulgan does not pad the landing. He serves a stark dose of reality and eliminates the power of excuses. This is great for course correction because he acknowledges, but then disarms any hesitations to change your habits. Tulgan anticipates the excuses and shreds them with his insightful advice for taking action.
4. Direct. Tulgan employs an up-tempo and assertive writing style that is invigorating to read.
Nonetheless, there are several aspects that prevent a 5 star rating:
1. Imprecise & broad. The book is inspirational but the sweeping message means nuance gets sacrificed. Tulgan would have served his readers better if he had addressed a greater variety of management situations (i.e., managing people who have greater seniority; managing across disciplines; managing in high-creativity fields; managing rote work; managing multiple generations). [Side note: Tulgan has done extensive work on generational differences in the workplace. Why he chose not to include any of that material in this book, I cannot be sure.] Also, for claiming to be a “step-by-step” guide, the steps are big ones, and the reader is required to straddle some gaps in the progression from one step to the next. The question of “how?” goes unanswered at times (for instance, an example of a “manager’s landscape” would be helpful).
2. Missing facilitation aspects of managing. Tulgan spends only a few pages on the concept of management through facilitation. Given my own experience, from both sides of the management relationship, this would be worthy of deeper exploration. However, I’d admit that this line of inquiry might cloud the field with too many exceptions to the very direct, linear course of action Tulgan promotes.
3. Incomplete circle - feedback loops? Tulgan fails to address the need for managers to seek the feedback of their direct reports. Managers may know what’s best in many situations, but employees collect plenty of valuable insight as they work the front lines of a business. The channels of communication must be multidirectional, so that learning/improvement is constant and widespread. Tulgan emphasizes only top-down communication. Tulgan should speak to the need for managers to implement “performance tracking” for their own performance!
This book really works . . .
I work in the legal profession, which is notoriously prone to undermanagement. The question has always been “what to do about it.” Bruce Tulgan has the answer. The book provides insights and practical guidance that I was able to put into practice right away. The result is happier top performers and dramatically improved former “underperformers.” This book speaks to both the brand new manager and the more seasoned manager in need of a refresher or some new ideas. I’m sure that I will be going back an re-reading sections such as those discussing accountability and strategies for customizing management approaches even years from now. I only wish the book had come out years earlier!
Sharp A+++ book
Extremely practical, well laid-out and intelligient method for evaluating and improving managerial performance. He teaches a straightforward approach to management problem solving: sharp and right to the point. We’ve applied these management tools to our household, also, and it has improved problem solving in the home. I’ve been using Bruce’s method in my music teaching business too. Bruce is brilliant!
Finally, someone noticed . . .
Great book and important message. Workers, especially those new to the job, need to be supervised and told what to do (and what not to do). Communication, immediate feedback and skill development are all critical to an employee’s success — all things that the author has been talking about for years in his previous books. In my field, I see undermanagement everyday. And undermanaged employees make poor managers. I’m glad Bruce Tulgan now has people talking about it and is working to break the cycle.
