Welcome to Manager Tools. Today's topic, Developing Sportant Managers, Chapter 1.

We'll have more about this topic in the future, but for now, here's a simple way to start.

Here we go. Oh, There's a lot of ideas out there. I was going to say the idea that hurts mangers.

Actually there's quite a few.

But one of them is this fallacy

that management is about personality, right?

I mean, you see that all the time.

Yet, I don't know, I don't know about you but for me. I've known managers that were

You know outgoing energetic they were persuasive speakers. They were the person that everyone wanted to hang around with right. And they just they just were vibrant right folks wanted to follow them just because they're so vibrant and they're great leaders on the other hand I knew managers who were quiet, they were reserved, they didn't communicate a whole lot, they

communicate what needs to be communicated, but they weren't particularly talkative,

yet people worshipped the ground they walked on.

They were incredibly effective.

So obviously it's not about personality because there's all sorts of personalities

and there's lots of great leaders with very different personality so it's not personality.

Yeah and yet for some reason I think because people don't know what it is they want to pick something that they think it might be and the problem with it being personality is that promotes the

belief that management is not just individually base, but untouchable, right? Because well,

if the guy's got a personality, then that's what he stuck with.

And his personality either makes him a potentially good manager or not. And the idea that it's untouchable,

it's not just wrong, but that undermines management development.

If it's about personality and it's untouchable, why do I need to develop people?

Why don't I just let them do it on their own?

They're going to be different than me anyway, their personality is different than me.

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