Abstract
When most of us become managers we discover that it is a harder role to fulfil than we expected. We come to realise why, before we were managers ourselves, it was easy to criticise those already in that position. All those mistakes that we observed other managers making, vowing never to be like that ourselves, suddenly seem more reasonable courses of action. Clarity evaporates before our eyes, and we begin casting around for ground rules to regain some control. That is when we find out that only some of what needs to be learned can be taught — so much has to be acquired through experience. While prescriptions abound, it turns out that they can only be applied generally. What works well in one circumstance fails in another. For management is complex, and we cannot step effortlessly into it as though born to succeed, remaining undaunted by how different it is from anything we have done before. Not most of us, anyway. Usually it is anything but a seamless transition from one position to the next, and our confidence takes a battering.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Copyright information
© 2001 David Butcher and Martin Clarke
About this chapter
Cite this chapter
Butcher, D., Clarke, M. (2001). The Capable Politician. In: Smart Management. Palgrave Macmillan, London. https://doi.org/10.1057/9780333992784_4
Download citation
DOI: https://doi.org/10.1057/9780333992784_4
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-42685-0
Online ISBN: 978-0-333-99278-4
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)