>If the manager has built a solid organization, it will be difficult for him to come up with an idea that no one in the organization has ever thought of before. His most significant contribution may be that he can see relationships that no one else has seen.
This article has a different feel from other articles on management that I've seen recently.
I think I started getting sucked into an idea that one must be nearly delusional and overconfident in order to "make things happen". But this shows a management style with a greater respect for the contributions that a strong organization as a whole can make.
I was starting to wonder if only those with megalomania (better in Norwegian as "stormannsgalskap") can succeed.
>If the manager has built a solid organization, it will be difficult for him to come up with an idea that no one in the organization has ever thought of before. His most significant contribution may be that he can see relationships that no one else has seen.
This article has a different feel from other articles on management that I've seen recently.
I think I started getting sucked into an idea that one must be nearly delusional and overconfident in order to "make things happen". But this shows a management style with a greater respect for the contributions that a strong organization as a whole can make.
I was starting to wonder if only those with megalomania (better in Norwegian as "stormannsgalskap") can succeed.