Re: Re: Do C-Level managers, and business drivers really need to know about XP?

Your note reminds me I had one wonderful manager who managed by empowering. 
He moved from the operations side of the house and knew nothing about 
programming or AD for that matter.  He knew lots about people and project 
management and he had contacts everywhere.  He saw his responsibility to 
the team as keeping the crap off our backs and getting us the fun projects 
- new technology & high visibility. When I was but a young pup he took me 
to the home office and stood me up in front of some very senior officers to 
present a new system instead of hogging the light for himself.  The team 
just loved the guy!

At 08:10 PM 2/10/03 +0000, you wrote:

>Hi Ron,
>
> > In my consulting, I would say that truly empowering managers are in
> > a very small minority, surrounded on one side by command and control
> > managers, and on the other by hands off then fire people managers.
>
>That fits my experience.  I find that most managers mix the three
>styles (command-and-control, abdicate, empower).  They use different
>styles in different contexts (e.g. how much pressure they're
>experiencing), or about different tasks, or with different people.
>Most tend to favor one style over the others, but not exclusively.
>
>I've met very few managers who are *only* command-and-control.  My
>most recent VP was that way.  I think command-and-control is what got
>him promoted to VP, as a reaction to the mess caused by years of other
>execs' abdicating.  I've known a few managers who only abdicate.  They
>tend to be removed from management positions fairly quickly.  I can't
>think of a manager who managed only by empowering.  The most
>empowering managers I've known also abdicted much of the time.
>
>Dale
>
>
>
>
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>
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