Book Review: “Managing” by Henry Mintzberg (2009)
By — 15 March 2011
Henry Mintzberg " (2009) "Managing" Berrett Koehler. USA
A well overdue tribute to the busy manager...
Mintzberg supports managers! He condemns the recent diminishment of management status in the face of too much leadership hype. Some well-paid consultants might be dismayed by Mintzberg's suggestion - that the romance with leadership is over. Others will relish the brazen challenge to a 10 yearlong obsession with leadership as a one-stop solution to everything! Mintzberg releases both management and leadership from unrealistic expectations that can never be fulfilled on their own. He also firmly closes the door on the debate about the differences between leadership and management; pronouncing the two as falsely separated. Mintzberg declares that we need both together, each not able to exist without the other. The time for good management by leaders is now!
Titling the book "Managing" is inspired. By using a verb, Mintzberg captures the essence of his argument that management is a practice, rather than a title, a role or set of procedures. His presentation of the practice of management gives acknowledgement to the daily, minute-by-minute thoughts and actions, the "doing's" and thinking in the life of any busy manager /leader.
Rather than be miffed by Mintzberg's proposition that all managers are flawed, this book can offer real acknowledgement of the realities of the job: constant interruptions, endless crises, urgency, contradictions and wide ranging demands. Most helpful is his outline of 13 Management Conundrums that sum up common dilemmas faced on the job. One example is "The Syndrome of Superficiality" where managers need to be speedy without becoming superficial. "I don't want it good - I want it Tuesday!" Reading the conundrums was comforting - putting names to the quandaries that come with management territory. It is a tough job.
Change is not constant! Mintzberg also challenges the widespread rhetoric about constant and dramatic change. He reminds us that so much has stayed the same and managers are working in times of "less change than we might think". I have often wondered if constant change is used as an excuse for bad management practice and Mintzberg book would confirm this suspicion.
Those of us trained in therapy or social work will be interested in the recent tendency for management theorists to embrace family therapy models in their work. Mintzberg seems newly aware, using a therapeutic framework to inform his chapter on effective management. Patrick Lencioni (of Dysfunctional Teams fame) is also tipping into writing about families. This can only be a healthy direction for business!
Critics of "Managing" might say that Mintzberg is light on recommendations for managers facing conundrums. But I was happy with his simple, uncomplicated advice: reflection and peer learning! These are of fundamental importance for management and leadership development and often overlooked in favour of MBA type classroom options.
Read the book; feel acknowledged and more accepting of the tough role of managing. And for those very busy managers, just be reminded that real managers are doing incredibly well amidst the unrelenting pace. Just make sure to carve out the time to reflect and to connect and learn with your peers. Medals for everyone who is managing!
