Part 1 of our chapter one guidance on reporting for the proactive manager.

Too many managers make the mistake of passive acceptance of the status quo. Whatever their predecessor did, they continue to do. But this isn't how it's supposed to be done. All managerial roles are inherently proactive.

You've taken over a new team. There are all kinds of things your predecessor did that you don't necessarily agree with (whether you worked for her or not). But, like virtually all managers, you figure, "that's the way it's done here," You think, "They have to have a good reason for doing it this way." And so you don't change anything right away. And that's probably fine - until you get busy doing your job, and forget to change anything at all. And THAT is a big mistake.

This is the first in a series of casts about being PROACTIVE as a manager. Effective managers do not like the status quo. Even if you're a High C, or a High S, your role as a manager demands that you re-examine the status quo, and change what needs to be changed. You don't get paid to be yourself, or be comfortable. You get paid to deliver sustainable results, regardless of your temperament or style or personality. Effective managers are proactive.

This Cast Answers These Questions

  • Can I change how I report to my boss and the company?
  • What can I do differently about reporting and running my team?
  • Do I have to keep reporting the same stuff that's always been reported?

Mentioned in This Cast

Other Parts of This Series

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