In his book “Under New Management,” David Burkus explores the idea of how companies can improve their performance by changing their management practices. The book is divided into five chapters, each of which focuses on a different aspect of management and how it can be improved. Throughout the book, Burkus provides examples and case studies to illustrate his points and make his arguments more concrete.
Chapter 1: The Myth of the Great Leader
In the first chapter, Burkus argues that the idea of the great leader is a myth. He points out that many leaders who are celebrated for their achievements were actually more successful because of their teams than because of their own abilities. Burkus also argues that leaders who try to be all-powerful and control everything often end up stifling innovation and creativity. Instead, he suggests that companies should focus on building strong teams and empowering employees to take ownership of their work.
Chapter 2: The Power of Peers
In the second chapter, Burkus explores the idea of peer-to-peer management. He argues that by giving employees more control over their work and allowing them to work together in teams, companies can improve productivity and innovation. Burkus provides examples of companies that have successfully implemented peer-to-peer management, such as W.L. Gore and Associates, which has no traditional managers and instead relies on a system of self-managing teams.
Chapter 3: The Problem with Performance Reviews
In the third chapter, Burkus argues that performance reviews are often ineffective and can even harm employee morale. He suggests that companies should instead focus on regular feedback and coaching to help employees improve their performance. Burkus also argues that companies should focus on measuring outcomes rather than activities, which can often be more meaningful and useful.
Chapter 4: The Future of Work
In the fourth chapter, Burkus looks at how technology is changing the way we work and how companies are adapting to these changes. He argues that companies need to be more flexible and agile in order to stay competitive, and that this often means changing traditional management practices. Burkus provides examples of companies that have successfully adapted to new technologies and ways of working, such as Valve, a video game company that has no managers and instead relies on a system of peer-to-peer management.
Chapter 5: The Power of Questions
In the final chapter, Burkus argues that asking questions is one of the most important skills a manager can have. He suggests that managers should ask more questions and listen more closely to their employees in order to improve their understanding of the business and make better decisions. Burkus also provides examples of companies that have successfully used questioning as a tool for innovation and improvement, such as Google, which encourages employees to spend 20% of their time on personal projects.
Conclusion
Overall, “Under New Management” is a thought-provoking book that challenges traditional management practices and provides practical advice for improving performance. Burkus’s arguments are backed up by research and examples, making the book a valuable resource for anyone interested in improving their company’s management practices. Whether you’re a manager or an employee, this book is definitely worth reading.
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