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Half of being a manager is managing other's behaviors to produce a great product.

No! you are doing it wrong. Research shows that it's hard to change others behavior.

The other half is managing your own behaviors -- i.e. being consistent with your communications and consistent in your behaviors.

While this is in your hand but you are subject to the same limitation as your team members.

Furthermore, managing people is not about making them agree with you but to use a framework of short-term incentives to align long-term goals.




> Research shows that it's hard to change others behavior.

I said, "managing behaviors", not "changing behaviors".

> Furthermore, managing people is not about making them agree with you but to use a framework of short-term incentives to align long-term goals.

Isn't that a part of managing behaviors? E.g. I pay my employees money, I tell them what to do, and then they do it. That seems to me I'm managing their behaviors.

I guess I don't understand why you're arguing with me on this, since you seem to agree with that point.




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