Summary of Good People, Bad Managers

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Good People, Bad Managers book summary
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Rating

8 Overall

9 Applicability

7 Innovation

8 Style


Recommendation

Samuel A. Culbert, a UCLA management professor and frequent author, examines the systemic nature of management problems and their roots in cultural habits. Reading the first two parts of his manual may make you cringe at your own behavior – or at your boss’s – but these difficult sections provide a meaningful set up and context for Culbert’s recommendations for positive change. The not-so-subtle title calls for initiating a meaningful, productive conversation with your boss when you’re ready to implement the changes Culbert suggests. getAbstract recommends Culbert’s intelligent, workable method to HR managers seeking to improve corporate morale, culture and internal communications; to self-aware leaders and to young professionals intent on moving up the managerial chain.

In this summary, you will learn

  • How “bad management” manifests;
  • Why well-intentioned, “good people” turn into “bad managers”; and
  • What companies can do to foster a culture of “good management.”
 

About the Author

Samuel A. Culbert teaches at the Anderson School of Management at the University of California, Los Angeles, and frequently writes for management journals. He has written or co-authored seven other books about management, including Get Rid of the Performance Review, The Organization Trap and Don’t Kill the Bosses!

 

Summary

“Bad Management Is the Norm”

Employees are at their best when they can report to supportive managers, work effectively, receive recognition and see that they’re making progress toward worthwhile goals. Work doesn’t need to drain your spirit, but bad management is pervasive and that is its impact.


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