Quote of the day:
As such, it’s worth taking some time to look at how Iger thinks about management and why exactly it’s so effective. What is a manager? To use a well-worn analogue, a manager acts as the captain of a team, a division, a business unit. He takes the strategy set by the firm , translates it into an actionable mandate for the team, and then draws out a broad map of how to get there. Or as Iger put it: “This is where we want to be. This is how we’re going to get there.
Iger mentioned this idea about managing creative types, but the same can be said about general management. “Managing creative processes starts with the understanding that it’s not a science―everything is subjective; there is often no right or wrong.” There are many ways to get to the same answer. As Iger writes, he acutely felt the dilemma, and the only way to overcome, he found, is to stay true to yourself.
Be attentive: “In a company like Disney, if you don’t do the work, the people around you detect that right away and their respect for you disappears. You have to be attentive. You often have to sit through meetings that, if given the choice, you might choose not to sit through. You have to learn and absorb. You have to hear out other people’s problems and help find solutions. It’s all part of being a great manager.
The trick, though is not letting that flip a switch of insecurity. Bad bosses let that insecurity begin to guide decisions; good bosses rarely do. And that’s also why good bosses groom talent, while bad bosses keep talent at bay. The more you nurture talent, the more effective the results because the team becomes increasingly motivated. Iger benefited from this, too: “The way [Tom Murphy and Dan Burke] conveyed their faith in me at every step made all the difference in my success.”
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