Most corporate organizations today collapse as a result of ineffective management. This is because most people are in managerial positions with no prior training or preparation. Therefore, such managers make many mistakes that negatively affect their organizations. Therefore, it is necessary for such managers to learn from this book entitled “13 Fatal Mistakes Managers Make and How You Can Avoid Them.” It is written by Steven Brown, president of the Fortune Group.

Brown says he and the Fortune Group have been helping companies succeed and managers manage for many years. He reveals that during this period, he has seen almost every type of business situation. Brown adds that after all these years in the trenches, solving real problems, not like textbooks, he has found that companies fail primarily because managers fail.

And when managers fail, it is not because they cannot master the numbers, but because they are trying to dominate people, or manipulate or ignore them, educates Brown.

He says this book is for managers or anyone who wants to be one day. The author adds that it is equally for older managers and for young people just starting their business careers. It’s about honing your leadership and managerial skills by avoiding the common mistakes managers make with the people they manage, he emphasizes.

Brown gives you the truly classic mistakes that managers have been making everywhere. According to him, these mistakes can prove fatal for an individual or a company. He adds that you don’t have to make any of these common character, habit, style, and managerial judgment flaws if you know what they are.

Brown reveals that in the hundreds of companies the Fortune Group has served in the United States, Canada and Australia, it has scrupulously cataloged all the most common management mistakes that occur in business situations that have gone sour. He adds that the words used to describe the situations may differ, but the underlying problems rarely do.

This book has 13 chapters based on the number of errors identified. The fatal error number is known as refusal to accept personal responsibility. According to Brown here, the five essential prerequisites for business success are quality or unique product; appropriate time; adequate capital; human Resources; and effective management.

In his words, “But if you are missing the fifth element, you will not have the first four. Why? Take a look at the influence that the last will have on the first four. Without effective management, you cannot make correct decisions about the characteristics of the product and the right moment for its introduction in the market “.

Brown adds that the company that lacks proper management cannot acquire, much less maintain, adequate capital. Above all, it says that good management is needed to attract the best people and train and develop them.

The author explains that in business, everything begins and ends with management, and to work effectively, management must be accountable. According to Brown, when Harry Truman was President of the United States, he had a sign in the Oval Office: “The ball stops here.”

Therefore, the author cautions that all managers must adopt the same opinion. Brown also discusses other concepts such as choosing the path; the formula for failure; the three unspoken words; a management philosophy, etc. in this chapter.

Lack of development of people is identified as fatal mistake number two. According to the business management consultant, management has one main purpose: to provide business continuation over time, personnel changes, and absences.

Brown says that a well-run company can continue to operate successfully for generations of employees and during the temporary or permanent absence of any manager. “In addition, your permanent absence due to transfer to another position, retirement, poor health or even death should not paralyze the company. If you do, then you are neglecting your obligations as a manager,” he says.

Brown also discusses the concepts of ineffective management; characters versus character; management of activities on the fringes; handling traps, etc. in this chapter.

In chapters three through seven, he respectively examines the fatal errors of trying to control results rather than influence thinking; join the crowd; handle everyone in the same way; forgetting the importance of profit; focus on problems rather than goals.

Chapter eight is based on fatal error number eight, that is, being a partner, not a boss. According to Brown, very often managers want to be the companion of employees after hours, then they go to the office and manage the next day, but the employees do not allow it. He says it’s an “one or the other” situation. That is, it must be the friend or the manager. Brown says that successful hybrids don’t exist in such a situation.

He educates that most managers have received advice over the years on how they should behave when in the company of those they manage. The author says that he believes that most advice is an expression of the personal conviction of those who pass on the advice.

In chapters nine through twelve, Brown theoretically makes an X-ray of the fatal errors of not setting standards; lack of training of people; condone incompetence; and recognize only the best.

The author says: “If you took all the best in your industry and hired them for your company, at the end of a year only one person would be ranked number one … You can’t hire all the best and you can’t build any department within a company with only the best producers. “

Chapter thirteen, the last chapter is based on fatal error number thirteen, that 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 our people.

Brown educates that good influences will contribute to the self-esteem of our staff members and make them more productive; while the bad ones will make staff feel manipulated and production will suffer negatively.

It also analyzes the sub-concepts of taking attitude into account; knowing your people; make management work; approaches to increase productivity; corporate philosophy, etc.

Regarding the stylistic diagnosis, Brown’s efforts deserve praise. The language is simple and adorned with good word order that enhances comprehension. Brown is also very creative in the way he handles his concepts, which makes everything interesting.

Use graphic embroidery for visual reinforcement of understanding. The author includes “Fortune Action Contract,” a section of exercises, at the end of each chapter to awaken active participation from readers.

In the words of Dennis Waitley, author of “Seeds of Greatness,” “In the flood of ‘success’ books, this is a featured style … and applications … Brown gives us a needed dose of preventative drug management.”

However, fatal errors two and ten should have been merged because the concepts are similar.

Want to become a great manager by avoiding fatal mistakes managers make? If your answer is “Yes” then we recommend this book.

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