It's Okay to Be the Boss
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Synopsis
Managers seems to be terrified of being labelled a micromanager, contributing the epidemic spread of under-management. In this call-to-arms, consultant and speaker Bruce Tulgan puts his finger on biggest problem in corporate America: no one wants to be the boss. No one wants to take responsibility and tell their employees what to do and how to do. More important, no one wants to follow up and make sure that assignments were done and done right. Making a clear distinction between managers who interfere with the work at hand and managers who are simply afraid to take charge by setting clear goals and evaluating work, Tulgan opens our eyes to the undisciplined workplace that is frustrating workers at every level. Giving a clear path to becoming a strong manager, Tulgan will empower you to be the boss. But first, you have to accept the responsibility and learn how to manage yourself.
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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28 reviews
35 of 45 people found the following review helpful
Inaccurate Statements Overwhelm Some Good Points
29 April 2007
Format:Hardcover
Bruce Tulgan's "It's OK to Be the Boss" is one of the toughest books I've ever read/reviewed. His premise, like most of his previous work, is dead on accurate. When I saw somebody willing to say there's a crisis of "undermanagement," I was thrilled. So I'd give the book a five on promise - and some of that is fulfilled. But unfortunately, the execution is a -4 so the rating ends up as only one star. I think he could have made most of his good points without the pieces that ultimately will only confuse managers - and in many cases give them excuses for not doing the very things Tulgan's arguing must be done.
It starts early with Tulgan's criticism of the work from Blanchard, Buckingham, and even a backhand compliment of Adler's hiring formula. What's particularly misleading, no matter how much Tulgan might deny it, is that it is obvious he has never read the works he criticizing. Blanchard has been making it very clear for decades that the "One Minute Manager" takes more than a minute; Buckingham makes it even clearer that the steps in "First, Break All the Rules" are not just empowerment and require the very detailed regular attention to the very detail that Tulgan calls for. Buckingham's most recent works on a "strengths-based" approach is backed by solid research - not just anecdotal evidence Tulgan cites. He even misinterprets the classic Theory X - Theory Y, not knowing that McGregor clearly stated that a Theory Y Manager recognized the existence of Theory X assumptions about some employees (in 1960 estimated at 35% of the workforce). He then praises Lou Adler's hiring methods, but backhandedly points out that this approach is also flawed by assuming a company can hire all peak performers - something that is not Adler's position and again proves that he hasn't read the things he criticizing. Tulgan misunderstands Adler's position in which he clearly states that the performance-based hiring process is really the first step of what can become a much better performance-management process.
Tulgan also falls prey to the classic problem of blaming the system for the failure, ending up criticizing a new management-by-objectives, pay-for-performance, and forced-ranking as yielding only mixed results. Personally I'm not a fan of forced-ranking for a variety of other reasons, but when MBO or Pay-for-Performance fails, it is rarely the concept that fails - it is usually poor execution by the managers doing it.
As I delved deeper and deeper in this book, I realized how a good concept was destroyed by an overall argument that wasn't necessary.
It starts early with Tulgan's criticism of the work from Blanchard, Buckingham, and even a backhand compliment of Adler's hiring formula. What's particularly misleading, no matter how much Tulgan might deny it, is that it is obvious he has never read the works he criticizing. Blanchard has been making it very clear for decades that the "One Minute Manager" takes more than a minute; Buckingham makes it even clearer that the steps in "First, Break All the Rules" are not just empowerment and require the very detailed regular attention to the very detail that Tulgan calls for. Buckingham's most recent works on a "strengths-based" approach is backed by solid research - not just anecdotal evidence Tulgan cites. He even misinterprets the classic Theory X - Theory Y, not knowing that McGregor clearly stated that a Theory Y Manager recognized the existence of Theory X assumptions about some employees (in 1960 estimated at 35% of the workforce). He then praises Lou Adler's hiring methods, but backhandedly points out that this approach is also flawed by assuming a company can hire all peak performers - something that is not Adler's position and again proves that he hasn't read the things he criticizing. Tulgan misunderstands Adler's position in which he clearly states that the performance-based hiring process is really the first step of what can become a much better performance-management process.
Tulgan also falls prey to the classic problem of blaming the system for the failure, ending up criticizing a new management-by-objectives, pay-for-performance, and forced-ranking as yielding only mixed results. Personally I'm not a fan of forced-ranking for a variety of other reasons, but when MBO or Pay-for-Performance fails, it is rarely the concept that fails - it is usually poor execution by the managers doing it.
As I delved deeper and deeper in this book, I realized how a good concept was destroyed by an overall argument that wasn't necessary.
6 of 6 people found the following review helpful
Finally, the antidote to "management by fad"
28 Jan 2008
Format:Hardcover
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!
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!
7 of 8 people found the following review helpful
A practical book for managers
16 April 2007
Format:Hardcover
I was attracted by the very direct title, and the book delivered. It is specific, detailed, and honest. I particularly appreciated Tulgan's warning that becoming a better manager is like starting a fitness program. I'd rather it wasn't hard, time consuming, and something that requires daily discipline, but I like that he's up front about it. And that his book has so many specific things to do, answers to objections, and reasons it's worth it.
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