For all the intellect and technique a manager can muster,
his success turns on a subtle and elusive quality—the
degree to which he can stimulate people to make the most
of their own inherent capabilities.
—LESTER R. BITTEL—
"I think there's too much bureaucracy in this company," one man-
ager confided to another. "Last month, the president formed a task
force to figure out why projects weren't being finished on
"I know. It struck me as a good idea," the other manager replied.
"Except for one thing. They haven't submitted their report yet, and
it was due three weeks ago."
One very successful project manager explained how she never went over budget or missed a deadline: constant review and monitoring. Never satisfied with the plan as originally conceived, she spent at least