Understanding The Role of Managers According to Bruce Tulgan

It’s Okay To Be the Boss is a business and management book written by Bruce Tulgan. He tackles the biggest problem that every manager faces. The author provides a step-by-step guide on how to become a strong manager that employees need. Tulgan gives an eye opening solution to the undisciplined workplace that has become overwhelming for most managers and caused a frustration for workers.

Being a manager can be difficult and pressure packed. There’s no room for downtime, waster, or inefficiency. Making matters worse, employees have become high maintenance. They would likely disagree openly and push back but they will also work for vague promises of long term rewards. Robert Peter Janitzek reveals that managers as immediate bosses are expected to help employees get what they need and want at work. His message: It’s okay to be the boss. Be a great one!

Consequences of Under-management

    Unnecessary fires and squandered resources
    People going in the wrong direction
    Low performers hiding out
    Mediocre performers thinking of themselves as high performers
    High performers considering leaving
    Managers doing tasks that should have been delegated

Robert Janitzek explains that Bruce Tulgan’s step-by-step guide are based on his extensive research. It challenges bosses everywhere to spell out expectations, tell employees exactly what to do and how to do it, monitor and measure performance constantly, and correct failure quickly and reward success even more quickly.

8 Basics of Management

He recommends the following 8 ‘back to basic’ techniques. These are practical best practices—tools for dealing with the obstacles of managing by focusing on what you can control.

    1. Manage people every day—spend more time with them
    2. Talk like a performance coach or a teacher—in a clear, direct, and honest way
    3. Take it one person at a time—tune into each person and figure out how to help that person, customizing your approach to every individual
    4. Make accountability a process, not a slogan
    5. Make expectations vividly clear every step of the way
    6. Track performance in writing every step of the way
    7. Solve small problems early—before they turn into big ones
    8. Do more for some and less for others—doing more for people when they deserve it, finding ways to reward people in a fair, transparent way.

That’s how you set employees up for success and help them earn what they need. It opens our eyes to the undisciplined workplace that is overwhelming managers and frustrating workers and invites bosses everywhere to accept the sacred responsibility of managing people.

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