The Manager’s Dilemma: Balancing the Inverse Equation of by J. Sostrin

By J. Sostrin

This groundbreaking booklet offers a framework and set of key recommendations allowing leaders to exert their effect over the tricky offerings and competing priorities they confront. Compelling tales and vibrant case experiences aid to convey a significant video game plan to any chief who's grappling with burnout brought on by the manager's hindrance.

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Extra resources for The Manager’s Dilemma: Balancing the Inverse Equation of Increasing Demands and Shrinking Resources

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Not only were these expectations difficult, but they were compounded by the personal challenges he faced during a long and difficult divorce. Believing he could just apply the same hard work and intuitive judgment that got him to this point, Don powered through the increasing demands as his margin declined rapidly. Later, Don would say, “I was frequently tired and had gained some weight, but for the most part, there were no signs that anyone else could see,” and so his slow tilt toward the Danger Zone stayed hidden.

Fortunately, Don had the courage to confront his reality and make a series of life-altering changes that had transformational results. If you are barely keeping your head above water—and feel like there is too much weight resting on your shoulders—then you may be close to the Zero Margin Effect. Do not wait for your crisis moment to make the positive shifts you need. If you are already past the subtle warning signs, then knowing your dilemma is the first important step toward moving beyond it. Whether yours was precipitated by a series of major transitions that quickly wore out your capacity, or whether it was just the slow and steady accumulation of too many responsibilities, the point is that you are where you’re at right now.

Said another way, we have our own mental models where our tightly packed systems of belief and expectation provide us with a modicum of security in their predictability and a contradiction is a direct threat to that security. ” This relieves pressure that by seeing a contradiction we must confront and make difficult changes that will invariably be accompanied by some kind of personally challenging 50 THE MANAGER’S DILEMMA disruption. By giving yourself room for a reflective space where you can look at possibilities, compare/contrast scenarios, and contemplate alternatives, you focus less on the decisional aspect and more on the learning aspect.

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