A very fast read, almost a (long) magazine article. A key message notion, although not particularly developed in the book, is that the recent years' emphasis on leadership over management in corporate training may have derailed things.
Folks go to leadership training but for most of us the idea of being the next Meg Whitman or Winston Churchill is so distant as to be unfathomable. So we leave leadership training neither leaders nor managers. Tulgan's point is to pick up on the management part.
Folks go to leadership training but for most of us the idea of being the next Meg Whitman or Winston Churchill is so distant as to be unfathomable. So we leave leadership training neither leaders nor managers. Tulgan's point is to pick up on the management part.
Having said that, his view of management seems to me to be mostly about setting standards and holding people accountable to those standards.
