In his book On War, the German military leader Karl von Clausewitz (1780-1831) describes these mangers very well ³. They tend to be specialists and experts. Irreplaceable—especially when your companies’ main business is research and development.

Who in your team is smart and diligent?

Are they working in research and development?

³ Clausewitz became famous although he died before completing On War—one of the most influential military and economical writings. Way too often it is not obvious that an idea originated from him. For example the Win-Win principle is an economical use of Clausewitz’s alliance theory.
Among the better known readers of On War is Henry Kissinger. It was translated into innumerable languages, making it one of the most widely known books on Earth. Read at most military schools and also in many management schools like Harvard.

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One goal of leading is inspiring your team to be the best it can be. Followers need to know the leaders’ objectives, and those objectives have to fit with their personal and professional goals. Leaders have to set clear directions to avoid confusion and to keep from becoming arbitrary in their demands.

Who is creating goals?

Remember: Without followers a leader isn’t a leader.

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Smart and Lazy

You may have heard the story of the plant manager who was asked his secret to success. “When there’s a tough job, I get a lazy person to do it,” he explained. “The lazy person will find the easiest and fastest way to get the job done.” Smart and lazy employees are good at finding new and efficient ways to solve problems. They only go above and beyond when there’s an absolute need to act. (Sometimes this is a plus; as smart and lazy people won’t get caught up in minor problems.) When they do need to act, they think, plan, and execute quite effectively. Not surprisingly, they’re also good at delegating. These people tend not to move beyond middle management in the organization. In part, they don’t exhibit the necessary ambition, but also because top management sees them as too valuable to lose.

If they’re good at what they do, why offer them challenges or a chance to grow?

Who in your team is smart and lazy?

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Do you manage—by this definition?

There are three main classifications to better understand what a manager does:
Managers shouldn’t think they need to be able to mold their personality to accommodate all of these traits or qualities. Smart managers, in fact, know that they can overcome their own weaknesses—sometimes by working on themselves, other times by delegating to people they trust. Managers, who think they’re perfect, or even close to perfect, can be dangerous.

Can you name your five biggest strengths?

Can you name your five biggest weaknesses?

² Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference (Back Bay Books, 2002)

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It’s been said thousands of times before, but it can’t be stressed enough: Good communication is vital to the success of any organization. And don’t think I am talking about sending memos or talking on the phone. Communication needs to be active, personal, and ongoing. Communication within the team must be crystal clear; as well as cross-communication between teams.

Does everyone understand you?

Remember: Miscommunication is never the mistake of the recipient.

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