What Does It Mean If A Company.Adds More Common Stock 13 Fatal Errors Managers Make and How You Can Avoid Them

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13 Fatal Errors Managers Make and How You Can Avoid Them

Most corporate organizations today are collapsing as a result of ineffective management. This is due to the fact that most people occupy management positions without prior training. Consequently, such managers commit many mistakes that negatively affect their organizations. Therefore, such managers need to learn from this book titled 13 Fatal Mistakes Managers Make and How to Avoid Them. It was written by Stephen Brown, president of Fortune Group.

Brown says that Fortune Group and himself have been helping businesses succeed and managers manage for years. He reveals that during this period he has seen almost all kinds of business situations. Brown adds that after all these years in the trenches, solving real-world, not textbook, problems, he’s discovered that companies fail primarily because leaders fail.

And when managers fail, it’s not because they can’t master the numbers, but because they try to master the people, or manipulate them, or ignore them, Brown teaches.

He says this book is for managers or anyone who wants to be one someday. The author adds that this is the same for both senior executives and young people just starting their business careers. It’s about improving your leadership and management skills while avoiding the typical mistakes managers make with the people they manage, he stresses.

Brown gives you some really classic mistakes made by managers everywhere. According to him, these mistakes can be fatal for a person or a company. He adds that you need not commit any of these common defects of managerial character, habits, style, and judgment if you know what they are.

Brown reveals that in the hundreds of companies served by the Fortune Group in the United States, Canada and Australia, he meticulously cataloged all the most common management mistakes that occur in business situations gone bad. He adds that the words used to describe the situation may differ, but the underlying issues rarely differ.

This book has 13 chapters based on the number of errors found. The number of fatal error is called disclaimer. According to Brown, the five prerequisites for business success are quality or unique product; correct term; adequate capital; human resources; and effective management.

According to him, “but if you’re missing the fifth element, you’re not going to have the first four. Why? Look at the impact the last one will have on the first four. Without effective management, you can’t make the right decisions about product characteristics and the right time to market.” “.

Brown adds that a company without proper management cannot acquire, let alone maintain, adequate capital. He says that above all, good management is needed to attract the best people, and to train and develop them.

The author emphasizes that everything in business begins and ends with leadership, and to be effective, leadership must be accountable. According to Brown, when Harry Truman was president of the United States, he had a sign in the Oval Office that said, “The buck stops there.”

Therefore, the author advises every manager to follow the same statement. Brown also discusses other concepts such as choosing a path; waiver formula; three unspoken words; management philosophy, etc. in this chapter.

Failure to develop people is identified as fatal mistake number two. According to a business management consultant, management has a primary purpose: to ensure business continuity over time, personnel changes and absences.

Brown says that a properly managed business can continue to operate successfully through generations of employees and during the temporary or permanent absence of any executive. “Furthermore, your continued absence due to transfer, retirement, ill health or even death should not harm the company. If so, then you are neglecting your duties as a leader,” he says.

Brown also examines the concepts of ineffective management; characters against character; sideline management; control traps, etc. in this section.

In chapters three through seven, he deals accordingly with the fatal errors of trying to control outcomes instead of influencing thinking; joining the crowd; manage all equally; forgetting the importance of profit; concentrating on problems rather than goals.

Chapter Eight is based on Fatal Mistake Number Eight, which is being a friend, not a boss. According to Brown, so often managers want to be friends with employees after hours and then come into the office and manage the next day, but employees won’t allow it. He says it’s an either-or situation. That is, you must be a buddy or supervisor. Brown emphasizes that there are no successful hybrids in this situation.

He teaches that most managers have received advice over the years about how they should conduct themselves in the company of those they manage. The author says that he believes that most of the advice is an expression of the personal belief of those who give it.

In chapters nine through twelve, Brown tentatively X-rays the fatal errors associated with failing to meet standards; unpreparedness of people; condoning incompetence; and recognizing only the best performers.

The author says, “If you take all the top performers in your industry and hire them into your company, at the end of the year only one person will be on top… You can’t hire all the top performers, and you can’t create a department in a company with just leading manufacturers”.

Chapter Thirteen, the last chapter is based on Fatal Flaw Number Thirteen, which is trying to manipulate people. According to him, as managers we can change the attitudes of our people, but we must also be careful about the methods we use to influence staff.

Brown teaches that good influences will increase the self-esteem of our employees and make them more productive; while bad ones will make staff feel manipulated and this will have a negative impact on production.

It also addresses the sub-concepts of attitude accounting; know your people; creation of management work; approaches to increase labor productivity; corporate philosophy, etc.

As a stylistic diagnosis, Brown’s efforts are commendable. The language is simple and stitched with good word order that improves comprehension. Brown is also very creative in how he handles his concepts, making things interesting.

It uses graphic embroidery to achieve visual enhancement of understanding. The author includes a “Wealth Contract” exercise section at the end of each chapter to encourage active reader engagement.

In the words of Dennis Waitley, author of The Seeds of Greatness, “Among the flood of ‘success’ books, this one stands out in style…and application…Brown gives us a much-needed dose of preventative medicine.”

However, fatal errors 2 and 10 had to be combined because the concepts are similar.

Do you want to become a great manager by avoiding the fatal mistakes that managers make? If your answer is yes, then I highly recommend this book.

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