Managing for People Who Hate Managing

Be a Success by Being Yourself

Devora Zack (Author)

Publication date: 08/27/2012

Managing for People Who Hate Managing

Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths.

  • By the author of Networking for People Who Hate Networking

  • Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths

  • Packed with a self-assessment, real-world examples, field-tested tips, and practical guidelines

You're good at your job and, after years of service and dedication, you finally get that coveted promotion. Congratulations! But there's a catch: instead of spending the majority of your time doing the job you love-a job you're still expected to get done, by the way-you're now also a manager. You weren't trained for this. Nobody prepared you for having to deal with emotions and conflicts and personalities, all while trying to meet ever-greater goals and more pressing deadlines. Not exactly what you had in mind, is it?

Let's face it. It's stressful at the top. But don't worry; it doesn't have to be. Devora Zack knows exactly what you're up against, and she has the tools to help you not only succeed but possibly even enjoy that new management position. As a prominent consultant and coach who speaks to thousands of people annually, Zack is here to yetell you that the only way to maximize your success is by being yourself.

Drawing on the Myers-Briggs Type Indicator, Zack explains that, personality-wise and management-wise, we're either thinkers or feelers. Basically, thinkers lead with their heads and feelers lead with their hearts. Almost nobody's 100 percent thinker or feeler, yet most of us lean one way or the other (and Zack's handy assessment lets you figure out what kind of leader you are). Working with-rather than fighting against-your strengths is key to understanding not only how you make decisions and manage but also how people react to your decisions and respond to you.

Zack takes you through a host of potentially difficult situations, showing how this new way of seeing yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Packed with verve, spunk, wit, and enlightening examples, helpful exercises, and lifesaving tips, Managing for People Who Hate Managing is the new go-to guide for managers looking to love their jobs again.

  • By the author of Networking for People Who Hate Networking

  • Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths

  • Packed with a self-assessment, real-world examples, field-tested tips, and practical guidelines

You're good at your job and, after years of service and dedication, you finally get that coveted promotion. Congratulations! But there's a catch: instead of spending the majority of your time doing the job you lovea job you're still expected to get done, by the wayyou're now also a manager. You weren't trained for this. Nobody prepared you for having to deal with emotions and conflicts and personalities, all while trying to meet ever-greater goals and more pressing deadlines. Not exactly what you had in mind, is it?

Let's face it. It's stressful at the top. But don't worry; it doesn't have to be. Devora Zack knows exactly what you're up against, and she has the tools to help you not only succeed but possibly even enjoy that new management position. As a prominent consultant and coach who speaks to thousands of people annually, Zack is here to yetell you that the only way to maximize your success is by being yourself.

Drawing on the Myers-Briggs Type Indicator, Zack explains that, personality-wise and management-wise, we're either thinkers or feelers. Basically, thinkers lead with their heads and feelers lead with their hearts. Almost nobody's 100 percent thinker or feeler, yet most of us lean one way or the other (and Zack's handy assessment lets you figure out what kind of leader you are). Working withrather than fighting againstyour strengths is key to understanding not only how you make decisions and manage but also how people react to your decisions and respond to you.

Zack takes you through a host of potentially difficult situations, showing how this new way of seeing yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Packed with verve, spunk, wit, and enlightening examples, helpful exercises, and lifesaving tips, Managing for People Who Hate Managing is the new go-to guide for managers looking to love their jobs again.

Read more and meet author below

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Overview

Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths.

  • By the author of Networking for People Who Hate Networking

  • Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths

  • Packed with a self-assessment, real-world examples, field-tested tips, and practical guidelines

You're good at your job and, after years of service and dedication, you finally get that coveted promotion. Congratulations! But there's a catch: instead of spending the majority of your time doing the job you love-a job you're still expected to get done, by the way-you're now also a manager. You weren't trained for this. Nobody prepared you for having to deal with emotions and conflicts and personalities, all while trying to meet ever-greater goals and more pressing deadlines. Not exactly what you had in mind, is it?

Let's face it. It's stressful at the top. But don't worry; it doesn't have to be. Devora Zack knows exactly what you're up against, and she has the tools to help you not only succeed but possibly even enjoy that new management position. As a prominent consultant and coach who speaks to thousands of people annually, Zack is here to yetell you that the only way to maximize your success is by being yourself.

Drawing on the Myers-Briggs Type Indicator, Zack explains that, personality-wise and management-wise, we're either thinkers or feelers. Basically, thinkers lead with their heads and feelers lead with their hearts. Almost nobody's 100 percent thinker or feeler, yet most of us lean one way or the other (and Zack's handy assessment lets you figure out what kind of leader you are). Working with-rather than fighting against-your strengths is key to understanding not only how you make decisions and manage but also how people react to your decisions and respond to you.

Zack takes you through a host of potentially difficult situations, showing how this new way of seeing yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Packed with verve, spunk, wit, and enlightening examples, helpful exercises, and lifesaving tips, Managing for People Who Hate Managing is the new go-to guide for managers looking to love their jobs again.

  • By the author of Networking for People Who Hate Networking

  • Shows how you can reverse your secret hatred of managing by finding a style that fits your personality and capitalizes on your natural strengths

  • Packed with a self-assessment, real-world examples, field-tested tips, and practical guidelines

You're good at your job and, after years of service and dedication, you finally get that coveted promotion. Congratulations! But there's a catch: instead of spending the majority of your time doing the job you lovea job you're still expected to get done, by the wayyou're now also a manager. You weren't trained for this. Nobody prepared you for having to deal with emotions and conflicts and personalities, all while trying to meet ever-greater goals and more pressing deadlines. Not exactly what you had in mind, is it?

Let's face it. It's stressful at the top. But don't worry; it doesn't have to be. Devora Zack knows exactly what you're up against, and she has the tools to help you not only succeed but possibly even enjoy that new management position. As a prominent consultant and coach who speaks to thousands of people annually, Zack is here to yetell you that the only way to maximize your success is by being yourself.

Drawing on the Myers-Briggs Type Indicator, Zack explains that, personality-wise and management-wise, we're either thinkers or feelers. Basically, thinkers lead with their heads and feelers lead with their hearts. Almost nobody's 100 percent thinker or feeler, yet most of us lean one way or the other (and Zack's handy assessment lets you figure out what kind of leader you are). Working withrather than fighting againstyour strengths is key to understanding not only how you make decisions and manage but also how people react to your decisions and respond to you.

Zack takes you through a host of potentially difficult situations, showing how this new way of seeing yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Packed with verve, spunk, wit, and enlightening examples, helpful exercises, and lifesaving tips, Managing for People Who Hate Managing is the new go-to guide for managers looking to love their jobs again.

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Meet the Author


Visit Author Page - Devora Zack

I’m author of three books and president of Only Connect Consulting, Inc. I have an MBA from Cornell University (full-tuition merit scholar) and a BA from the University of Pennsylvania (magna cum laude). 

I am visiting faculty for Cornell University’s Johnson Graduate School of Management, and have twice been invited on speaking tours in Australia by the Australian Institute of Management. I’m a certified practitioner of Neuro-Linguistic Programming and Myers-Briggs Type Indicator and a member of Phi Beta Kappa and Mensa. 

My first two books, Networking for People Who Hate Networking and Managing for People Who Hate Managing, have been translated into more than twenty languages including Cantonese, French, German, Japanese, Korean, Mandarin, Marathi, Polish, Portuguese, Romanian, Russian, and Spanish. 

I’ve been featured in media such as ABC-TV, British Airways, CNBC, CNN, Cosmo, Fast Company, Forbes, Fox News, Redbook, Self, USA Today, U.S. News and World Report, Wall Street Journal, and Women’s Health.

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Excerpt

Managing for People Who Hate Managing

image

CHAPTER ONE
Why You Hate It, Why I Wrote This

Find a job you like and you add five days to every week.
—H. Jackson Brown, Jr.

So much to do in every day
Never wanted to manage anyway
Just do your work and what I say
So my last nerve doesn’t fray.

Chapter Highlights

image Setting the stage

image Management challenges

Hey!

I’m so glad you stopped by. Our expedition navigating the crazy, stormy waters of Managing People will be well worth the time you devote. Plus, reading this book may count as professional development. You go!

On these pages you’ll find heaps of useful, lifesaving management tips. Euros well spent, if you ask me. Consider this book a leadership life vest, only more flattering. Your being here makes the whole insane process of writing worthwhile. In fact, I wrote this book for you (see the dedication).

You Have Questions, I Have Answers

Before we delve in, a few pesky questions are pounding at the door, demanding our attention.

WHY DOES THIS BOOK EXIST?

As a management consultant for more years than is really your business, I’ve seen plenty of fads come and go. I could list them here to make my point, except that would be criminally tedious. Plus, my up-and-coming readers will have no idea what I’m talking about. That’s the point: Fads go. Splitsville. Ta-ta. Heartlessly leaving us panting in the very offices where they sought us out, promised the world… then promptly turned on their heels following the big gala thrown in their honor.

There are way beyond plenty of management books out there. Why didn’t I choose to write about an underrepresented topic in business literature? The impact of solar eclipses on manager tirade cycles, for example.

I’m focusing on this topic because it is so stinkin’ essential. Learning techniques to reverse your secret hatred of managing can have a colossal impact on your work life—to infinity and beyond. We are teetering on the verge of a veritable management big bang.

Notice I said “reverse your secret hatred” not “how to deal with people even though you can’t stand managing them.”

Our aim is to discover a method of managing that you don’t hate.
The reason you won’t hate it is because it fits who you are.

Managing isn’t just something we do while walking purposefully in big buildings with lots of windows. Management is about communication, rapport, morale, and productivity. For starters.

WHAT IS MANAGING, ANYWAY?

Aah, the bazillion dollar question. I’ll take an IOU.

Any half-baked MBA knows that we could argue all day about the truest, bestest definition of manager. Didactics bore me, however. So let’s put our heads together and think about the brass tacks of what we expect in a quality manager (precluding, for now, the rest of your job, such as whittling widgets or multiplying money). What does managing boil down to?

Managing is the high-wire act of balancing
useful guidance and getting out of the way.

If you got to handpick a person to manage you, wouldn’t you tag someone with a variation of the above recipe?

Providing useful guidance presupposes that a manager has the requisite ability and credentials. Equally essential is having the wherewithal to know when to step aside to let others grow, excel, and mess up. When in doubt, pour a higher proportion of letting-others-shine into your management protein shake. (Chapter 7 delves into this.)

WHY DO PEOPLE HATE MANAGING?

A startling percentage of us dislike, even (shh!) hate managing. What is the source of this international travesty? Much managerial angst springs from two causes.

1. You pursue a career of interest. You turn out to be halfway decent at it, earning a promotion. Suddenly, you find yourself in the alarming, distressing quandary of Managing People. You have less time to do what stimulates you and more responsibility for motivating, leading, and prodding others.

2. Let’s not mince words. Managing others can be a real buzz kill. You gotta deal with all their… stuff. When did you wake up and suddenly become a therapist, mediator, and cruise director?

In a nutshell, we want to do what we consider our real work; managing gets in the way.

Management is not your passion; your real job is.

And that, my friends, is the elephant in the room. (You knew that was coming; may as well get it over with early on). A recent Berrett-Koehler study of 150 leaders from nearly as many industries revealed that only 43 percent are comfortable being managers, with a mere 32 percent saying they like being managers.

Translation, anyone? Too subtle a statistic? Allow me to spell things out.

Chances are less than one in three that your manager is amused to be managing you. Depending on your own little idiosyncrasies, the actual percentage could be even more skewed against you! Yet I’m certain that is not the case.

On a Related Note

Grains of Sand


image

The Phantom Tollbooth by Norton Juster is my favorite book. As soon as you finish stressing out with this one, unwind with that one.

One chapter features “the Terrible Trivium, demon of petty tasks and worthless jobs, ogre of wasted effort, and monster of habit.”1 He engages Milo, the young protagonist, in the task of moving an enormous mound of fine sand with a small pair of tweezers—one grain at a time. After hours of toil, Milo makes no observable progress. Milo is left with the distinct impression that his efforts are futile, despite working tirelessly.

I am distraught to confess how often this visceral image comes to mind as I go about tackling my own pile of tasks. My executive clients express a similar sensation.

Managers report, justifiably so, a sense of never coming close to completing their work. Even after going nonstop all day, every day, hardly a dent is made in the workload.

Is it happy hour yet?

Help is on the way. Legions of managers suffer needlessly from the misperception that to be a real manager they must somehow assume a plethora of traits that don’t come close to seeming natural. Plus, they believe real managers don’t eat quiche. This is untrue and smacks of prejudice against egg farmers.

I say, stop the madness!

The reverse is true. The only way to achieve success as a manager—and to garner the rewards and benefits of managing—is to lead from a place that is authentic to your core. Frittatas all around.

Because most normal people spend the majority of their waking hours preoccupied with vital matters other than personality functioning, knowing oneself can get shoved to the side. Unhelpfully, a startling number of business books direct you to look outside yourself for clues on how to manage the masses. This book, instead, crystalizes your understanding of hot-ticket items such as:

image What is your natural management style?

image How do you make decisions?

image What are your strongest traits?

image Do you lead from your head or your heart?

image How can you figure out what matters most to people on your team?

image What’s the best way to reinforce positive behavior?

image How can you leverage your strengths to manage others?

…and the biggie…

image How can you be both true to yourself and flexible in how you manage others?

The answers to these questions add up to the Uniquely You formula for brilliant management. No, it is not a hair coloring.

image WHY IS THIS BOOK ACTION-PACKED?

Down with passivity! People learn through involvement. My favorite Chinese proverb puts it succinctly:

“Tell me and I’ll forget. Show me and I may remember.
Involve me and I’ll understand.”

Action is particularly important to book readers. Have you ever read a book and thought it quite good… then couldn’t recall a single tangible thread six months later? I am determined to fight this trend. The best way to reap sustainable benefits from a book is through your active involvement in the escapade.

Recall seeing a “Save the ________!” ad and thinking, “Wow! That’s a really important cause! I’m going to make a donation.” If you don’t do it on the spot, chances are zip to nil you ever will. Here are a couple of reasons why.

1. We forget within forty-eight hours half of what we hear and learn.

2. We are most likely to convert intention into reality by taking action close to the point of inspiration.

That’s why merely providing instructions on, say, How to Manage Better yields low retention and weak results. You won’t remember what you read… or the changes you were temporarily inspired to make. Relevant examples to demonstrate techniques help. Actively engaging readers while they are reading—through activities, assessments, and exercises—enables new skills to really take hold.

Because different styles capitalize on unique strengths, this book kicks things off with an easy-to-take, versatile assessment in chapter 2, “Who Are You?” Then you get to jump through a few hoops. You’ll find segments throughout the book called “Jumpin’ Thru Hoops.” These are your opportunity to apply ideas to your own journey. You don’t get to just sit and read. You have to stay awake and alert, with a zillion opportunities (with a margin of error ± 3) to convert content into relevant action.

What more could you want out of life? Real-life examples? You got it. “Sample Examples” are scattered like breadcrumbs marking your way through the forest. You also will come across boxes called “On a Related Note,” with tidbits related to the primary chapter themes.

Even if everything else around you collapses to bits, we’ll always have fond memories of traipsing through this book together.

WILL I EVER ACHIEVE MY LOFTY AMBITION OF A ONE-WORD BOOK TITLE?

I saved the most critical question for last. Please arrange a write-in campaign to my editors. I need all the momentum I can get on this failed campaign.

Two Tales

Tatiana was a marvelous, motivated manager at an international organization headquartered in Washington, DC. Upon her promotion to management, Tatiana inherited a handful of a team. Her direct reports were impressively opinionated, outspoken, cynical, and authority adverse. True to form, the team was instantly skeptical of Tatiana as their new manager. I use the term team loosely, because this crew was more invested in coalitions and gossip than in team building. To heighten the situation, many had held the same position for over a decade while somehow dodging any meaningful feedback or real accountability.

Tatiana meant business. She was as eager to build productivity as she was to create rapport, with neither goal particularly prized by her dozen direct reports. Tatiana’s office was a few floors above her team, in a sprawling office building, emphasizing her heightened role and presumed distance from the commoners. This rank-based arrangement made Tatiana uncomfortable, so she made a point of hand delivering the mail (which arrived first at her office) to her staff’s desks three floors down. Standard operating procedure was for supervisors to e-mail staff and let them collect mail and other pertinent paperwork themselves. Tatiana intended to demonstrate camaraderie and respect by making the trek herself. This was typical of Tatiana’s style; her actions and choices reflected her natural humility.

What did the team think about her mail delivery service? They were livid. Their new manager was intolerable! Evidently, she neither respected nor trusted them. And how did they arrive at this rock solid conclusion?

“She spies on us!” they proclaimed. “Instead of calling us into her office to get our mail, she brings it down here as an excuse to sneak up on us.” That was all the data they required to prove their theory. Case closed.

Momentarily file away that story and follow me across the globe to the open bush of Australia.

Upon my arrival in Australia for a speaking tour, I was invited on an excursion around the area surrounding Queensland’s lovely coastal town of Maroochydore. Shortly into the bus ride, the driver, Paul, a dedicated local, pointed far into the bush where he spotted a roo (Aussie for kangaroo). I desperately wanted to see my first wild roo and strained to search the landscape. To my consternation, my unaccustomed eyes couldn’t distinguish roo from bush.

Upon the tour’s conclusion, Paul asked how I’d liked everything. I thanked him for his top-notch job introducing us to his beloved countryside yet admitted disappointment in missing the roo. An expert in catastrophic thinking, I was certain I’d bungled my one and only chance in this lifetime to view a real roo.

Paul reassured me, “I think we can arrange a viewing for you.” He instructed me to stay on board while the others disembarked, and then we drove a short distance to the University of Southern Queensland, where seventy or eighty wild roos roamed free on the campus. Immediately upon our arrival we spotted two glorious specimens in plain view, basking in the sun rays. I was wild with excitement.

“Can I crawl out there and pet one?” I asked, ridiculously.

“Sure, mate,” he replied in laid-back Aussie style.

On hands and knees, I crawled stealthily (at least that’s how I like to recall it) into the bush. I strategically made a wide arc around the roos and, remaining unnoticed, positioned myself immediately behind them. Dizzy with success, I reached out a hand to touch the larger one on her back.

I somehow failed to notice that the smaller roo was apparently an offspring, whom the mother was obliged to protect. The plot thickens.

The mom roo had not expected me to suddenly appear behind her, and she was startled. She jumped up on her back legs, whirled to face me, assumed boxing position, and prepared for battle. Far off in the distance, I heard my guide say in his steady voice, “Now crawl away… quickly.”

I managed to emerge unscathed. I did nothing, however, toward advancing my relationship with roos.

Naturally, this brings us to the question of why so many managers harbor a strong dislike for managing. Tatiana and the roos intersect to illustrate the mysterious Big Mess commonly referenced as Managing.

The following comparisons are provided for your consideration.

image

How are complete disconnects between intentions and interpretations possible? Are these the only two examples of this kind or—more alarmingly—are they everywhere, permeating the very fabric of our existence?

I’d prefer to not answer that question. Yet I will, out of sheer commitment to your professional success. Typical interplay between intention and interpretation:

image

Yes, gentle reader. These disconnects permeate the very fabric of our existence. There. I said it. Best to get things out in the open at the start of a relationship, don’t you think? So you know what you’re getting yourself into. For those of you who want to exit the book now, I understand. Just remember, you can run but you can’t hide. Nice meeting you.

For those of you who stuck around, I’m glad you don’t succumb to panic easily.

Let’s Get It Started

A journey of a thousand steps (not so bad, given inflation these days) starts with understanding your own sweet self. Luckily, I’ve done the heavy lifting for you. All you need to do is grab a latte, relax at a swank café, and hold up this book for onlookers to jot down the title.

Reading an e-book? Curses! Foiled again.

On a Related Note

The [yawn] Leadership–Management–Supervision Debate


image

In some circles, manager is a bad word. “Managers manage and leaders lead” is proclaimed definitively—sand in the face of people who naively use the inferior term manager. Then there are supervisors. What a mess! With so many of these leaders, managers, and supervisors wandering around, how can anyone get any work done? It’s all so overwhelming.

Presumably leaders have vision. (I don’t. I’ve worn glasses since the age of seven.) Supervisors, on the other hand, oversee, say, a factory assembly line. And managers hit a snag midway through their careers, caught in the tumbleweeds of telling others what to do on a daily basis. Heated, theoretical arguments take place over the jostling stature accompanying each title.

This is a bunch of baloney. In the real world, where staff meetings are held and paychecks are distributed every other week, terminology is irrelevant. What matters is how people are treated. They don’t care if you supervise, lead, or manage them. They care whether you’ve got their back, whether you are invested in their success, and whether you treat them as assets, liabilities, or competition.

I defer to other authors in moving along this riveting debate.

To recap: People hate managing because it’s draining and interferes with addressing substantial other demands on their time. Plus there’s a misconception that you have to smash your personality into a predefined mold to be a good manager (and land that coveted VIP parking space).

This book helps you discover a leadership style perfectly suited to you, capitalizing on your natural strengths. As a result, managing becomes easier and more enjoyable.

You’ll learn how to be a top-notch manager, being true to yourself while adapting to honor the preferences of others. By the way, having an adaptive style doesn’t mean letting people off the hook. It means understanding how others perceive reality and working within that construct for mutual success. The first step is clarifying your own style. Interested?

Join me at the next chapter.

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Endorsements

“This is probably the most fun you will ever have reading a business book. Devora Zack demonstrates how a couple of simple shifts in thinking and technique can completely transform how you manage and, in turn, how you feel about managing. If you think of leadership as a daily grind, you really need to read this delightful book.” —Ken Blanchard, coauthor of The One Minute Manager® and Great Leaders Grow
“In her one-of-a-kind style Devora Zack offers up a wonderfully original look at what it takes to manage others when it's not necessarily one's lifelong ambition. Her irreverent humor and splashes of witty commentary ensure you actually remember the very serious, insightful advice you've read.“
—Jim Kouzes, coauthor of The Leadership Challenge
“There are plenty of management books out there, yet none as smart, funny, and effective as this one.”
—Michael Depatie, CEO, Kimpton Hotels and Restaurants

“This witty, immediately applicable, and action-oriented guide teaches that managing can be fun, meaningful, easier, and more peaceful.”
—David Bach, #1 New York Times bestselling author of The Automatic Millionaire and Start Late, Finish Rich “Don't let the laughter fool you. In here there is very serious and insightful guidance on how you can get out of others' (and your own) way so everyone can excel. There are plenty of useful examples and practical tips to please even the most obsessive-compulsive types.” —Jim Kouzes, coauthor of the bestseller The Leadership Challenge “Why do so many managers hate managing? Devora Zack tackles that question head-on in a book that should be on every manager's reading list. Zack identifies skills and techniques that will help you manage authentically—and effectively.” —Tony Bingham, President and CEO, American Society for Training and Development
“Like the author, this book has bounce and sass, plus great ideas and examples. If you want to retain your talented employees, read this book—cover to cover!”
—Beverly Kaye, coauthor of Help Them Grow or Watch Them Go “Zack's sparkling personality bursts from the pages to guide readers in a delightful and entertaining way.” —Amy Lemon, Volunteer Management, Smithsonian
“Zack's insight and her engaging writing style make this book easy to read and fun to apply in your business and personal life.”
—Hector Vargas, Managing Director, Training Solutions, Mexico and Central America
“Management is as much an art as it is a science. Zack provides insights on the importance of both and practical advice on how to improve performance.”
—Jerome E. Hass, Professor Emeritus of Finance and Business Strategy, Johnson Graduate School of Management, Cornell University
“This book is a life-saver for any managers who woke up one day to discover they're suddenly in charge.”
—Rachel Lam, Senior Vice President and Group Managing Director, Time Warner Investments
“My manager was so inept, his boss sent him to a Myers-Briggs class, and another participant told him he was a first-class J-E-R-K! If he'd read this book, he would have learned why he was ineffective and how to successfully capitalize on his gifts! Delightful and insightful!”
—Chip R. Bell, coauthor of Wired and Dangerous “Leaders and managers often have to deal with the elephant in the room—or worse, being the elephant in the room. This book shows how to do it properly.” —Jeff Weirens, Principal, Deloitte Consulting LLP
“Zack's entertaining and accessible guide to building management skills is essential for new managers and pretty damn useful for old ones as well.”
—Patrick L. Phillips, CEO, Urban Land Institute
“Management is a profession that leaves really smart people scratching their heads and hoping for a miracle. At last that miracle is here.”
—Vivienne Anthon, FAIM, CEO, Australian Institute of Management, Queensland, Australia
“I laughed, I sighed, I went right out and bought three more copies of this light-hearted, yet heavy on wisdom book for my favorite managers.”
—Elaine Biech, author of Training for Dummies and The Business of Consulting “Read this book! You'll thank me later.” —Jules Polonetsky, former Senior Vice President, AOL
“I couldn't put this book down! Zack boils down the wisdom of dozens of management tomes, teaching how to match your personality and management style. As entertaining as it is effective!”
—Howard Wiener, Principal, KPMG
“Like a stress-relieving lunch with your best friend at an outdoor café, Devora demonstrates she feels your pain, gives you hope, and shares secrets to get real results”
—Grant D. Marques, Vice President, Global Business Services, CSC
“For managers seeking an effective, personalized style of leadership, Zack's book is a perfect guide.”
—Dr. Hubert Lobnig, faculty, University of Klagenfurt, Austria
“Learn to effectively manage your team and—miraculously—have fun doing it.”
—Jeff Cooke, Manager, John Deere
“Zack's tested methods and tailored advice enable all personality types to hone their management styles and find the recipe for success.”
—Barbara Rosenbaum, Vice President, Capgemini Government Solutions
“Bravo! This book provides you with all the tools, strategies, and tricks nobody ever told you you'd need in management.”
—Meredith Pierce Hunter, Director, Alumni Relations, London Business School

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