It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Review

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It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need ReviewBruce 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's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Overview

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The Next Generation of Women Leaders: What You Need to Lead but Won't Learn in Business School Review

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The Next Generation of Women Leaders: What You Need to Lead but Won't Learn in Business School ReviewHas the glass ceiling been shattered? There is a widely accepted perception that it has. However, as author Selena Rezvani points out in chapter one of The Next Generation of Women Leaders, although women make up 46.5 percent of the U.S. workforce, they constitute only 15.7 percent of corporate officers. What you won't learn in business school, which Rezvani discovered from interviewing top women executives, is that social, economic, psychological, and even generational barriers still prevent women from reaching the top. But don't despair. This book is chock full of highly useful tips and information to help women of all ages creatively circumnavigate these roadblocks and negotiate their way to the top.
A John Hopkins University MBA graduate and successful consultant, Rezvani conducted thirty interviews with top women executives in the corporate, non-profit and government sectors. She then analyzed her data for trends. The overarching themes of her analysis are covered in chapters two through nine, and address everything from career orientation to maneuvering office politics, networking and negotiating. Although this may sound like any other book on how to succeed in business, it contains plenty of information that might otherwise take you your entire career to learn. In fact, The Next Generation of Women Leaders reads more like a handbook that you will go back to at different stages in your career.
There is an emphasis in this book on networking, which many of us are tired of hearing about. However, Rezvani's presentation is empowering. She describes networking as a lifetime activity that helps women forge lasting relationships, learn more about their areas of business, discover other career paths and develop outside interests and skills. She also emphasizes the importance of women's networks and having women as role models. The author includes some helpful tips on networking etiquette and where to focus your energy.
Given my own particular situation as a mother and professional, I was interested in the chapter on work-life integration. The author tackles the "You can have it all" message that women have bought into and addresses the underlying societal pressures on women to be the successful executive, the cookie-baking mother, the physically fit and attractive partner, the friend, the crafter, the daughter, etc. Rather than attempting to balance, or juggle work-life demands, we are instead to integrate a select few work-life priorities that give us the most satisfaction. In a nutshell, the "you can have it all" message does little more than hold us back.
The author originally wrote this book because of the dearth of business books targeting Gen X and Y women, but there's something in this book for women of all ages, especially those trying to rejoin the labor force or attract talent to their companies. I usually give away the books I review, but this one is now on my bookshelf.
Review by Heather Leighton
Originally published at [...]The Next Generation of Women Leaders: What You Need to Lead but Won't Learn in Business School Overview

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