Analysis of the book "The five temptations of a manager" by Patrik Lencioni
As an introduction, this book is, as described at the beginning on the cover, a fable, it is an interesting story with a certain touch of fantasy, so to speak, which makes certain realities of the work of the managers, the temptations to which whichThey are in front of them, how to recognize them and how to stop falling into them, this is done through the story of Andrew O’Brien, and his fantastic encounter with what the book leaves that they were his company’s managers predecessors.
This book was divided into four parts: the fable, epilogue, model and self-assessment. The fable told the story of how Andrew (main person) meets Charlie, the tall man, the nail man and the elegant man, (secondary characters in history, previous managers of the company where Andrew works) in "Bart" thatIt was like a public train transport service. Through this Andrew meeting, between disgust, he learned from these men about the 5 temptations of a manager and identified in which he had fallen.
The first temptation: "The desire to protect the position and career"
The first temptation that Charlie mentions to Andrew, asks what has been the best day of his career, to which Andrew bowed more to his personal achievement based on the position to which he came than in the achievements and results of the company. Charlie explains that a manager should feel motivated to achieve results and not for his ego, because the latter would not last long and later would run out of motivation engine.
I could really see me identified with Andrew to fall into this temptation, because personal achievement is something that we are proud to have achieved, but I can see that if that becomes ego it could affect the way we work and in the decisions we makeand the work of manager who is really demanding could be neglected.
The second temptation: "The desire to be loved instead of demanding accounts"
Andrew was sure that he does not fall into the second temptation because a few days before he had fired the marketing director (Terry), so he was not affected by the fear of not being love, that if he warned him before saying goodHe should tell him what to do, among other things, he saw that he did not do his job as a manager appropriately.
As a chain, even if the first temptation has been exceeded, it is not safe from falling into the second. Some managers tend to rely on their "immediate subordinates" as described by the book, and if a lot of sympathy develops with people under their command, it will affect the manager’s work, because when he has to face any of these supportsIt will be difficult, this temptation tells us that as managers we should not gain the affection of the subordinates but to gain their respect.
The third temptation: "The need to make accurate decisions"
Charlie explains to Andrew that this temptation tries to prefer certainty over clarity, that executives are normally afraid of making mistakes for what they wait to be really sure before making a decision, but that you have to be able to be clearwhen making decisions on a limited basis for information and defining the functions and responsibilities clearly.
It is another temptation that I can be identified because many times I am not able to make immediate decisions or I cannot take advantage of opportunities because I want to be sure and respond with certainty instead of making mistakes. I could learn that a manager must be able to make decisions with limited information and that he must risk making mistakes, the important thing is to be able to identify the error and change the plans strategically.
The fourth temptation: "The desire for harmony"
As a chain as Charlie tells Andrew about each temptation, they carry some relationship and now to learn to make accurate decisions Charlie tells him that he should avoid fourth temptation. In this part the tall man, the bald and the elegant appears. Here the Calvo man tells Andrew that harmony corrodes the ability to make good decisions, because by avoiding arguments and discussion of topics, ideas about the problems they deal with are lost. It is something that I agree with, if the issues are not discussed (clearly constructively) and open opinions are given in this regard, good ideas can be lost, in order to obtain sufficient information, the manager must be able to tolerate thediscord and promote the exchange of ideas.
The fifth temptation: "The desire to be invulnerable"
Andrew almost runs out of the last of the 5 temptations, which as mentioning several times, is like a chain and this time, although he overcomes the fourth temptation and promotes the constructive conflict, his staff may not. Charlie touches the issue that a manager falls into the temptation to wantHe doesn’t feel calm. To avoid this temptation, the manager must leave his ego aside and encourage staff to question their ideas.
Epilogue
Although before the epilogo he showed as Andrew when attending the company’s meeting to talk about the plans they must do to counteract the problems, I liked how he left his ego aside, he recognized his failures as a manager and faced thereality that is not in a very good position to say to which he replied that he will be the first to take responsibility. After this, 3 years later, they mention that the company is giving good results, but now it is not Andrew as manager but another person, what happened to Andrew? This is what the author of the book leaves implicit in the epilogo so that readers have their own conclusions.
The model
In this part, the author describes more detailed the 5 temptations with more examples where I could better understand the context of each one, so also explains the “performance” model that must be followed so as not to fall into these that is in the following sequence:Prefer confidence to invulnerability, prefer the conflict to harmony, prefer clarity to uncertainty, prefer accountability to popularity and prefer results to the position to the position.
Self appraisal
In this last part, the author prepares a series of questions for the reader so that this can recognize which temptations has fallen and gives a reasoning of how each can be presented in a way that is easier to identify them. Throughout the reading and analysis of the book I made my self-assessment so that in each comment I highlight in which temptations I have seen.
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Analysis Of The Book “The Five Temptations Of A Manager” By Patrik Lencioni
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Analysis of the book "The five temptations of a manager" by Patrik Lencioni
As an introduction, this book is, as described at the beginning on the cover, a fable, it is an interesting story with a certain touch of fantasy, so to speak, which makes certain realities of the work of the managers, the temptations to which whichThey are in front of them, how to recognize them and how to stop falling into them, this is done through the story of Andrew O’Brien, and his fantastic encounter with what the book leaves that they were his company’s managers predecessors.
This book was divided into four parts: the fable, epilogue, model and self-assessment. The fable told the story of how Andrew (main person) meets Charlie, the tall man, the nail man and the elegant man, (secondary characters in history, previous managers of the company where Andrew works) in "Bart" thatIt was like a public train transport service. Through this Andrew meeting, between disgust, he learned from these men about the 5 temptations of a manager and identified in which he had fallen.
The first temptation: "The desire to protect the position and career"
The first temptation that Charlie mentions to Andrew, asks what has been the best day of his career, to which Andrew bowed more to his personal achievement based on the position to which he came than in the achievements and results of the company. Charlie explains that a manager should feel motivated to achieve results and not for his ego, because the latter would not last long and later would run out of motivation engine.
I could really see me identified with Andrew to fall into this temptation, because personal achievement is something that we are proud to have achieved, but I can see that if that becomes ego it could affect the way we work and in the decisions we makeand the work of manager who is really demanding could be neglected.
The second temptation: "The desire to be loved instead of demanding accounts"
Andrew was sure that he does not fall into the second temptation because a few days before he had fired the marketing director (Terry), so he was not affected by the fear of not being love, that if he warned him before saying goodHe should tell him what to do, among other things, he saw that he did not do his job as a manager appropriately.
As a chain, even if the first temptation has been exceeded, it is not safe from falling into the second. Some managers tend to rely on their "immediate subordinates" as described by the book, and if a lot of sympathy develops with people under their command, it will affect the manager’s work, because when he has to face any of these supportsIt will be difficult, this temptation tells us that as managers we should not gain the affection of the subordinates but to gain their respect.
The third temptation: "The need to make accurate decisions"
Charlie explains to Andrew that this temptation tries to prefer certainty over clarity, that executives are normally afraid of making mistakes for what they wait to be really sure before making a decision, but that you have to be able to be clearwhen making decisions on a limited basis for information and defining the functions and responsibilities clearly.
It is another temptation that I can be identified because many times I am not able to make immediate decisions or I cannot take advantage of opportunities because I want to be sure and respond with certainty instead of making mistakes. I could learn that a manager must be able to make decisions with limited information and that he must risk making mistakes, the important thing is to be able to identify the error and change the plans strategically.
The fourth temptation: "The desire for harmony"
As a chain as Charlie tells Andrew about each temptation, they carry some relationship and now to learn to make accurate decisions Charlie tells him that he should avoid fourth temptation. In this part the tall man, the bald and the elegant appears. Here the Calvo man tells Andrew that harmony corrodes the ability to make good decisions, because by avoiding arguments and discussion of topics, ideas about the problems they deal with are lost. It is something that I agree with, if the issues are not discussed (clearly constructively) and open opinions are given in this regard, good ideas can be lost, in order to obtain sufficient information, the manager must be able to tolerate thediscord and promote the exchange of ideas.
The fifth temptation: "The desire to be invulnerable"
Andrew almost runs out of the last of the 5 temptations, which as mentioning several times, is like a chain and this time, although he overcomes the fourth temptation and promotes the constructive conflict, his staff may not. Charlie touches the issue that a manager falls into the temptation to wantHe doesn’t feel calm. To avoid this temptation, the manager must leave his ego aside and encourage staff to question their ideas.
Epilogue
Although before the epilogo he showed as Andrew when attending the company’s meeting to talk about the plans they must do to counteract the problems, I liked how he left his ego aside, he recognized his failures as a manager and faced thereality that is not in a very good position to say to which he replied that he will be the first to take responsibility. After this, 3 years later, they mention that the company is giving good results, but now it is not Andrew as manager but another person, what happened to Andrew? This is what the author of the book leaves implicit in the epilogo so that readers have their own conclusions.
The model
In this part, the author describes more detailed the 5 temptations with more examples where I could better understand the context of each one, so also explains the “performance” model that must be followed so as not to fall into these that is in the following sequence:Prefer confidence to invulnerability, prefer the conflict to harmony, prefer clarity to uncertainty, prefer accountability to popularity and prefer results to the position to the position.
Self appraisal
In this last part, the author prepares a series of questions for the reader so that this can recognize which temptations has fallen and gives a reasoning of how each can be presented in a way that is easier to identify them. Throughout the reading and analysis of the book I made my self-assessment so that in each comment I highlight in which temptations I have seen.
Free Analysis Of The Book “The Five Temptations Of A Manager” By Patrik Lencioni Essay Sample
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