The Art of Management of people do not unexpected, is not the same manage a factory or a production entity, which manage a team of managers. The same is true conversely.

 

This simple argument I need to give due importance to the ability to manage people when choosing a manager of the.

 

It is not enough that the manager has a strong ability to work or is a large technical or who has a large experience in a field of activity or activity. In the early business levels we need managers who have the ability to Manege other managers. This should be the fundamental quality. From a top-level manager should require leadership, the ability to drive, the ability to lead, the ability to extract the best and most of the team that manages.

 

One of the clearest examples is the different management of a small team of managers but very wide range of workers can be like a factory or an institution of production, and management of a team mainly of managers and employees, white collar workers to understand.

 

In the first primate has the ability to pursue the organization, with very precise rules leaving little margin al'iniziativa hindsight when that individual initiative and channeled or request personal strengths to run production. Stricta very much guided by regulations and internal rules. Certainly very complicated to manage because it has to be very disciplined, margin of tolerance must be very small to maintain the number and quality of production. There is little room for strokes of genius, the ideas that transform the situation, the personnel aportando a success. And mostly small contributions that improve the productive around or quality as the Toyota method teaches us, but everything and channeled.

 

Instead, when running a team of managers must be given freedom to create the team, to bring ideas for change, for improvement. Integrate them in decision-making and information flow top down, in the end all we almost always a head above not to be that same as main shareholder and manager. To integrate at the same time they can motivate his team of managers or employees to be able to unlock situations, to bring new ideas, in order to grow the company. If your company is structured as it should be those managers who make up the team will be younger and more technical in their sector that its Manager of the first level, so fundamental and motivating them to form part of a team that will give opportunities for growth and so to have their full commitment. To this date we need leadership not know but the savoir faire with the managers, who do not drive integrating drive obedience.

 

When a top level manager has to constantly appeal to me decide, you must do this because you did not, it goes now, not because I want to inform you remember the professions and what I want every one, the voice which raises the questions that are stronger, doors that are beaten, the answers dried, the constant bad mood, the fist on the table we are ahead of what I call the syndrome of the hole in the wall.

 

So named because in a moment of high pressure is likely that one makes a fist on a wall to get pressure, and you find that has a bucco because the wall was yeso carton. And from that moment there is no longer returning back, not po 'recover more confidence, not po' most support the daily humiliations or aggressive management style.

 

There is no return back more than to find an exit, not despite this manager has the technical ability and also interrelationships with their managers the same excellent and out of town. A stylus of "cuartel" that anderebbe perfect in a factory but impossible for a team of managers, because these one time have left, have long been adapted only to suffer, and have not contributed anything that is not what they was requested without confrontation and without interest.

 

So in the early levels is important to the leadership, the ability to extract a supplement. In the next chapter we will manage to crash test, an example of how to maintain the tension getting the best.