Management Matters
From the Humdrum to the Big Decisions

By Philip Delves Broughton
December 2012
Pearson Education
Distributed by the Trans-Atlantic Publications
ISBN: 9780273781356
248 Pages
$37.50 Paper original

How did Bill Clinton get his party to take him seriously again after the sex scandal story broke? Who was the manager behind Edmund Hillary’s ascent of Mount Everest? Why could taking a nap after lunch be your route to a more productive day?

This engaging and entertaining book takes a fresh, honest approach and explores what it’s really like to be a manager. It addresses the kinds of issues managers face on a daily basis, from prioritising their time and balancing a team, to recruiting new staff and managing the numbers.

Written by Philip Delves Broughton, FT journalist and bestselling author of What They Teach You at Harvard Business School, this book is jam packed with titillating case studies and anecdotes from the very best and worst managers, including everyone from Bill Clinton and Mark Zuckerberg to Alex Ferguson and Roger Federer.

“for most of us, our days are more like splat-the-rat, flailing at problems as they emerge, hoping that one good wallop does the trick, but fearing that nothing is ever well and truly solved”


Introduction: What is Management?

Ch 1 Managing Yourself

Taking a Personal Audit

Focusing on What You Can Control


Taking Care of Yourself

Being Effective

Finding Your Motivation

Knowing Yourself

Working with What You’ve Got

Combating Performance Anxiety

Trusting Your Own Judgement

Doing What Feels Right

Moving the Flywheel of Success

Top 10 Tips for Managing Yourself

Ch 2 Managing Others

Hiring for Tomorrow

Hiring Junior Staff

Hiring Other Managers

Jagged Resumes, Talent that Whispers and Talent that Shouts

Getting Past Stereotype and Charisma

Managing Teams

Managing Clever People

Using Perverse Incentives

Motivating People

Keeping it Simple

Handling Crisis Junkies

Learning from Hedge Funds

Don’t Compete, Co-operate

Dealing with Complainers

Managing Social Networks

Managing Performance

Dismissing Staff

Earning Trust

Nurturing Creativity

Top 10 Tips for Managing People

Ch 3 Managing Processes

Learning from Toyotas Production System

Starting Lean and Staying Lean

Death by Powerpoint: Sharing Information

Getting the Most Out of Meetings

Mastering the Art of Negotiation

Fostering Innovation

Creating a Networked Environment

Top 10 Tips for Managing Processes

Ch 4 Managing Numbers

Finding Value in What You Know

Managing for Value

Ignoring the Facts

Managing Risk

Focusing on Relevance Rather Than Rules

Top 10 Tips forManaging Numbers

Ch 5 Managing Change

Managers vs. Leaders

Observing the Unintended Effects of Change

Overcoming Resistance

Avoiding Common Mistakes

Turning Conflict into Creativity

Developing a Vision

Harnessing the Power of Stories

Achieving Cultural Continuity

Managing Disruptive Change

Top 10 Tips for Managing Change

Ch 6 Managing Strategy

Understanding Strategy

Managing Open Innovation

Managing Failure

Managing Success

Top 10 Tips for Managing Strategy



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