Practical Ways to Lead and Serve—Manage—Others
Practical Ways to Lead and Serve—Manage—Others
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Practical Ways to Lead and Serve—Manage—Others

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Last updated on 2019-08-04

About the Book

As a manager, do you feel as if you’re stuck between what the organization wants and what the people need? Your bosses may believe:

  • That you need to measure the time people spend in the office to understand their productivity.
  • That you need to reinforce individual work, especially with performance reviews.
  • That people are “resources” you can plug and play where you need them.

All these myths (and more) mean you don’t manage as you might. You and the organization create dis-engagement. You might even push people away to find a job elsewhere.

In this book, you’ll learn to see how common—but ill-advised—management practices repel people, instead of attracting them. And, you’ll learn what you can do instead.

Learn to build trust and respect with congruence, and practice management with integrity.

About the Author

Johanna Rothman
Johanna Rothman

Johanna Rothman, known as the “Pragmatic Manager,” provides frank advice for your tough problems. She helps leaders and teams see problems, resolve risks, and manage their product development. Johanna is the author of fourteen books and hundreds of articles. Find the Pragmatic Manager, a monthly email newsletter and her blogs at and

She is the author of these books:

In addition, she is a contributor to:

Johanna writes the Pragmatic Manager, a monthly email newsletter. She writes two blogs on her site,, as well as a blog on

Bundles that include this book

Practical Ways to Lead an Innovative Organization
Practical Ways to Lead and Serve—Manage—Others
Practical Ways to Manage Yourself
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Table of Contents

  • Acknowledgments
  • About this Early Release
  • Lead and Serve Others
    • Leadership is an Integral Part of Management
    • Examine Your Management Assumptions
    • Managers Create and Refine the Culture
    • How Safe Do You Feel?
    • How Much Trust Do You Offer?
    • Encourage Flow Efficiency
    • Serve Others with Integrity
  • How Many People Can You Serve as a Manager?
    • Illusion: You Can Manage Any Number of People as a Manager
    • What Do First-Line Managers Do?
    • What’s a Reasonable Number of People to Manage?
    • People Want to Learn
    • You Are Not the Sole Source of Knowledge
    • Build Trusting Relationships With Your Team
    • Focus on Serving, not Controlling
  • Do I Really Need to Tell Someone How They’re Doing?
    • Trap: People Should Just Know How They’re Doing
    • Manage Your Feedback Words
    • Practice Effective Feedback
    • People Need Transparency
  • Is Measuring Time at Work or in Meetings Useful?
    • Illusion: I Can Measure the Work by Where People Spend Time
    • Time Is Not Results
    • How Much Hours in a Day?
    • Manage the Work in Progress
    • Which Meetings Can We Kill?
    • What Does Your Day Look Like?
    • When Do You Need to Respond?
    • Measure Results, Not Time Spent
    • Experiment with the Number of Hours per Week
    • Measure Results, Not Time
  • How Can You Tell if People Are Engaged?
    • Myth: I Need to Know People Are Invested
    • Management Work is Different From Technical Work
    • I’m Invested, Why Aren’t They?
    • What’s the Real Problem?
    • Consider Your Options to Increase Engagement
  • How Do You Know People are Working Hard?
    • Myth: If You’re Not Typing, You’re Not Working
    • Managers Want to Know You’re Working
    • Working Uses Many Formats
    • Recharge Yourself
    • What Do Managers See?
    • Consider Team-Based Options for Work
  • What Value do Performance Reviews Offer?
    • Myth: Performance Reviews Are Useful
    • Avoid Evaluation
    • Self-Assessment Doesn’t Work, Either
    • Feedback Works
    • Feedback Is a Team Problem, Not a Management Problem
    • Consider These Alternatives to Performance Reviews
  • Do People Ever Need External Credit?
    • Myth: People don’t need credit
    • Always Give Credit for Work Other People Perform
    • Fix Miscommunications When They Occur
    • Consider Formal Appreciations
    • Taking Credit is Anti-Delegation
    • When You Give Credit, You Look Like a Star
  • Who Deserves a Job Here?
    • Rule: I Can Save Everyone
    • Why Can’t You Save Everyone?
    • Why Help an Employee Leave Your Team?
    • You Are Fair and Nice to the Entire Team
    • Luck Helps
    • Consider When You Should Save an Employee
    • Create Action Plans
    • Help the Person Succeed Elsewhere
  • Do Hiring Shortcuts Work?
    • Illusion: We Can Take Hiring Shortcuts
    • Taking Hiring Shortcuts is Tempting
    • Don’t Hire Below Average People
    • Don’t Hire “Rock Stars”
    • Don’t Wait for the Perfect Candidate
    • Offer a Candidate a Reasonable Salary
    • Hire for Cultural Fit
    • Hiring Shortcuts Don’t Help Anyone
  • Are People Resources?
    • Trap: I Can Treat People as Interchangeable Resources
    • People Accomplish Work
    • Language Matters
    • People Are Also Not FTEs
    • People are Not Resources
  • Do Experts Help Finish the Work?
    • Myth: Only ‘The Expert’ Can Perform This Work
    • Experts Cause Many Delays
    • Never Let Experts Work Alone
    • Banish the Indispensable Expert
    • Stagger the Projects to Use The Expert
    • Hire More Experts
    • Understand the Root Cause
  • Who Do You Promote Into Management?
    • Illusion: I Must Promote the Best Technical Person to Be a Manager
    • Management Skills Are Different from Technical Skills
    • Differentiate Between Managers and Technical Leads
    • What’s the Value of the Work?
    • Managers Work Outside the Team
    • Great Technical People Can Be Great Managers
    • Consider How You Make Managers
  • Where’s the Quick Fix or Silver Bullets?
    • Trap: We Need a Quick Fix or a Silver Bullet
    • There is No Quick Fix or Silver Bullet for Culture
    • Know Your Business Reason for Your Change
    • Know Your Change Will Take Time
  • How Will You Start Managing Others?
    • Assess Your Current Behaviors
    • Change Your Behaviors First
    • You Don’t Have to be Perfect
    • Our Journey
  • Annotated Bibliography
  • More from Johanna
  • Notes

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