What Is Not Done

In management programs and classes, there is a natural tendency to focus on what to do. More attention needs to be paid to what should not be done.

The manager who does a lot of great things will be less effective - and perhaps even doomed - if those are accompanied by basic blunders. [I say "some" because one error can outweigh a bundle of positives.] 

This is not an argument for caution. We all know that the person who is terrified of making mistakes will accomplish little. It does, however, recognize the importance of basic boundaries. The minus side of the ledger is rarely composed of mistakes which are exotic but is littered with ones which are elementary.

How can a less-than-brilliant manager be successful? By reducing the minuses.