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What differentiates bad managers from good ones? According to Juan Manuel Parra, professor at INALDE Business School, this issue overwhelms those who must occupy a management position, while at the same time it embitters those who make the decision to promote the wrong manager to this position and those who must suffer the results of their poor management, whether employees, suppliers or customers. Carlos Llano Cifuentes, the Mexican philosopher and businessman founder of Ipade Business School, said that leading means much more than just being at the top of an organization chart. Read also: "Powerful routines for managers and entrepreneurs" According to Juan Manuel Parra, there are people at higher levels who are incapable of setting an appropriate direction for the organization and inspiring anyone. Likewise, there are people in middle positions (depending on the structure of the organization) who have the capacity of a general director, they look at their function from multiple angles and lead their people in an enviable way, even if the organization chart does not put them in the highest positions.

For this reason, Llano stated that a manager is more easily recognized by his function and his actions than by his position, that is, by his ability to solve real problems (rather than for creating them). Decisions are made at BTC Users Number Data all levels of the company. Each one, of course, does so from the limitations and responsibilities of their respective assignment. But, Llano recalls, even if one did not supervise anyone, it would be up to him to “command himself, which is the most difficult of all commands.” That is why the development of a practical criterion is essential, capable of solving problems of diverse natures, of observing in detail the different aspects behind complex problems and of facing contingencies and uncertain realities that change frequently, that cannot be resolved from a single perspective. formula or a unique recipe. Now, for Llano, a truly effective business management is one that over time becomes unnecessary, because it has developed so much the people with whom it works and has forged their character so much, that their ties will not be determined by dependence on the superior and his dominance of the position. This character is transmitted by contagion, that is, by the good example that each person receives (or should receive) from their boss.



Read also: "Leadership: essential characteristic of the manager" What are the three activities, par excellence, essential for the act of directing?: The diagnosis The decision The command These correspond to the three objects to which they are oriented: the situation in which they find themselves, the goal or objective they intend to achieve and the team they rely on to achieve it. Each of these management activities requires virtues to be able to fully carry them out. To be able to make a clear diagnosis of their current situation, the manager must have two fundamental virtues: Be objective about the opportunities and threats you face Be humble in the face of your own abilities and those of your organization to confront them. To make correct decisions regarding the objectives and goals that must be achieved, a manager needs: Magnanimity, understood as a desire for achievement Audacity, that is, the ability to take risks prudently in accordance with the previous diagnosis. In the end, for Juan Manuel Parra, directing is not about a permanent fight against external circumstances, even if they converge in present realities, but outside of each person's control.
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