The Hands-off Manager

So much of what we call management consists in making it difficult for people to work.

--Peter Drucker

Introduction
-Working from the result

The secret of happiness lies in the ancient saying: Become what you are

-Alan Watts

Chapter One
-Taking your power back

In everyone’s life at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the human spirit

-Albert Scheweitzer

Chapter One

• Hand-on: They can criticize and judge their people
• Hands-off: They can mentor and coach their people
• One does not “manage” people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each
• If you choose judgment (and criticism, implied or otherwise,) you will provoke defensiveness and withdrawal- not creativity and not productivity.The hands-off manager sets himself apart by retaining all his power. His practice is to understand everyone he meets. By doing this, he is reducing his own stress levels at work. He aware that he judges someone he alters his own well-being.

Chapter Two
-Redefining success for yourself

The first job as a hands-off manager is to manage your inner life. Make a list of all the external, material goals you have in your life. Write down your financial definition of success and your relationship, family goals

Chapter Three
-using the power of neutral

• individual-Peter Drucker
• Organizational life is a constant process of negotiation and sales
• “Everyone lives by selling something”. But not everyone sells from the same position. What really sets a hand-off manager apart is the position that Kerry learned to take: neutral
• Reality dances best with someone who is flexible.
• How people are drawn to the fact that you might want them but you don’t need them.
• As human beings, we’re not attracted to a needy relationship. We don’t want to be involved with someone who needs us desperately. Needy feels creepy, which is why stalking is a crime

Chapter Four-Using Focus and Intention

• Effective managers do first things first and they do one thing at a time -Peter Fruncker (take just one of the thoughts and work with it; Do others when he is ready and focus on that)
• Hands-off management means hands off the past and hands off the future. You focus is the present moment, because you understand that productivity always happens now.
• Hands- off managers are creators (professional writers get something they call “writer’s block” when they start believing their thoughts about the future. Attachment to those thoughts alls no room for freedom and creativity) This habit of attaching, as Velcro, to every passing worried though and every little judgment leads us into a life of emotional teeter-tottering all day long
• Hands- off managers are reactors. They react to all the thoughts, all day, full alarm. For them, life itself is an emergency.

Chapter Five -Questions leading to success "Share and care?"

Chapter Six
-Inspired Ideas Lead to success

“When do you get your best business ideas?”

-No. one : in the shower, No. two: on vocation

• Someone will ask you someone’s name and you know you have it on the tip of your tongue. But in the moment they ask you, you can’t remember it. Try as you might, you cant think of it! You keep forcing your mind to produce, and it just won’t . But a few minutes later, when you are talking about something else completely off the subject, the name will come to you.
• That’s the way of the mind. 
• A hands-off manager can be “hard” on team players to wake them up to their power. You do want to get their attention. So you might say “Look, this is ridiculous. You are one of the most talented guys I’ve ever worked with. I’ve watched you perform at a level that was truly exceptional. And now you are stumbling over this? This is not acceptable. It should not be acceptable to you, either. Step up and do what you’ve already proven you have the ability to do. Tell me what I can do to assist you right now.”
• Successful ideas will come to you once you learn to trust that process. That means, the fundamental key to success now becomes self-trust and belief in yourself. That’s not an egotistical point of view, because it’s not coming from an “I’m better than you” orientation. Instead it comes from an “I have this life in me just the way you do, and I’m trusting this life.
• When you become successful, others notice. You don’t stress out over deadlines. You don’t try to seek the approval of others. You don’t try to anticipate what others think of you. You don’t use fear as your personal motivator.
• This is not a soft or passive approach. It is not patient with people whining and playing victim. It has no room for self-pitying complaint.
• The “common sense” world has laid out a false map for us of what it means to be “successful.” 
• Whenever people make success be about “how much” or “how often,” they can never have enough.
• What if success simply became the process of growing? The same sense of growth a flower feels as it reaches for the sun?

• You can return your future-addicted people to the present moment. It’s returning their focus to the one thing they are doing instead of “all the things I have to do to this week” Their consciousness is now being used to see what they can do to merely take the next step.
• Do not do everything. Just do the one good thing that’s next.
• Chasing keeps you from seeing

Chapter 7

So, then, what is the manager’s job?

-Will be a job of learning. Be aware of they love to do and what powers live naturally inside them. Then you will be more skilled at placing them in roles suited to their talents.

• Today’s employees do not respond to the old hands-on, militaristic management styles. They are highly independent, individual professional with their own fully developed ideas.