The Type B Manager

Publishers Weekly05/04/2015
Think “manager” and you probably get a mental image of Alec Baldwin in Glengarry Glen Ross: a domineering, aggressive, highly stressed executive. Lipman, former manager at a Fortune 500 company and a Forbes and Psychology Today contributor, wants to change this perception. While the dynamic Type A executive is often perceived as the most accomplished and efficient, Lipman argues that a calm, low-key personality can be just as good, or even better. After being passed over for a promotion because of his not-typically-managerial personality, he created this book to help readers become better managers, no matter their personality types. According to Lipman, “Type B” managers are likely to value relaxation over competitiveness, to create closer and easier relationships, to maintain consistent high standards, and to value earning employee trust and respect. Lipman provides concrete advice on how Type B managers can lead by example, manage challenging employees, and navigate conflict—all by utilizing those personality traits historically considered un-leaderly. This is an excellent resource for leaders who don’t fit the mold, and for upper managers who need to fill leadership positions. Agent: Janet Rosen, Sheree Bykofsky Associates. (Aug.)

Library Journal06/01/2015
One of the common misconceptions in business is that the perfect candidate for management demonstrates the classic attributes of the type A personality: competitive, driven, and demanding. Writer and management consultant Lipman examines core principles from a relational standpoint and reveals that some traits commonly touted as essential for managers actually do more harm than good. In 30 short chapters, the author provides a solid argument that the most successful leaders must also exhibit type B characteristics. Some of these qualities include being risk averse, highly analytical, and willing to listen to others. Filled with case studies, sidebars on management techniques, and bulleted lists of best practices, each chapter also includes a management insight summary. This work expands upon the research presented in Susan Cain’s Quiet and Jennifer B. Kahnweiler’s The Introverted Leader to provide a solid argument for the importance of thoughtful leadership. VERDICT Lipman’s take on the characteristics of a strong leader provides a simple solution to some of the most common employee disengagement issues.—John Rodzvilla, Emerson Coll., Boston


Booklist
The hard-driving, competitive personality of Type A managers is essential to business success. Lipman debunks that assumption, arguing that while competitiveness is necessary for success, a manager with a more communicative style and calm demeanor (Type B) is actually more effective. Lipman cites Phil Jackson, the NBA coach known for his Zen management style, and Warren Buffet, known for his modesty and tendency to delegate to those more knowledgeable than himself, as examples of highly effective managers who don’t fit the image of the hard-charging executive. He examines the key functions of management and the personality traits needed for effective managers. Lipman points to research showing that people leave managers, not companies. Unhappy employees are less productive than they could be and are more likely to leave if and when they can. And the thing that makes them most unhappy is a domineering, unreasonable boss. Drawing on 24 years as a manager in a Fortune 500 company and research on psychology and management, Lipman offers anecdotes and insight on how to balance drive with the people skills needed to motivate employees to achieve success.–Bush, Vanessa Copyright 2015 Booklist