This is a book that has been in my personal library for twenty years. And though the advice given seems so basic in a universe of over-hyped business books, I am amazed that the same errors are still being made. I guess Coach John Wooden was right when he said that “excellence is the superlative execution of the basics.” Coach Wooden would take his All-Americans each year and begin the opening practice session by showing them how to put on their socks and shoes. And maybe, whether we are new to managing people or are seasoned leaders, it helps to go back over the basics. And this is what Steven Brown does.

Fatal Error #1: Refuse to accept personal accountability.

Accountability is the ability to admit that you are not all-knowing. Don’t make excuses. Focus on performance by getting feedback and asking for help.

Fatal Error #2: Fail to develop people.

Do you see yourself as a quarterback or coach? Can your organization function without you being present? Do you develop your people beyond their capabilities?

Fatal Error #3: Try to control results instead of influencing thinking.

Controlling results does not deal with what caused the results – the thinking, the decisions, and the actions of the people in the company. One addresses the symptom, the other the cause.

Fatal Error #4: Join the wrong crowd.

This has to do with corporate gamesmanship and loyalty. When you begin to refer to others in the organization as “they” you have effectively driven a wedge into the organization.

Fatal Error #5: Manage everyone the same way.

People and situations are unique. One management style does not fit all people and situations. How adept are you at doing the appropriate thing in managing others?

Fatal Error #6: Forget the importance of profit.

Companies can’t survive without it, but you can often get caught up in other good things and lose sight of the need to be profitable.

Fatal Error #7: Concentrate on problems rather than objectives.

You can get caught up majoring on the minors, immersed in operational details rather than on the big picture.

Fatal Error #8: Be a buddy, not a boss.

Explores some management challenges: 1.) managing former peers, 2.) being a family, not a business, 3.) soul mates in business together, 4.) not limiting your responsibilities

Fatal Error #9: Fail to set standards.

Don’t set standards to force compliance, but to build corporate and personal pride that strives for excellence.

Fatal Error #10: Fail to train your people

Help employees see their actions in the context of the precedents to the action and the results. Teach them to become more productive and responsible.

Fatal Error #11: Condone incompetence.

Don’t allow people to perform at less than their best. Don’t let your need to be loved or respected keep you from giving effective feedback. And don’t just hope the problem goes away.

Fatal Error #12: Recognize only top performers.

The backbone of the organization is the middle, or steady, performers. No organization can only be built on top performers.

Fatal Error #13: Try to manipulate people.

You are either manipulating people or building people. Manipulation uses fear and incentives to stimulate short term results. Building people taps into their beliefs and strengths. One produces a sense of productivity, the other a sense of having been prostituted.

Give the book to new managers. Read the book and discuss it with your management team. Get back to superlative execution of the basics.