Odey's Brook Absolute Return Fund was up 10.25% for the third quarter, smashing the MSCI World's total return of 2.47% in sterling. In his third-quarter letter to investors, which was reviewed by ValueWalk, James Hanbury said the quarter's macro environment was not ideal for Brook Asset Management. Despite that, they saw positive contributions and alpha Read More
Expert’s take: David Radlo is the best-selling author of Principles of Cartel Disruption: Accelerate and Maximize Performance and an internationally-recognized expert in leadership, growth and innovation. He says there are three types of managers, and two of them aren’t effective for the long term. One common problem he sees is a lack of self-awareness.
“I am a big believer in understanding blind spots of people in an organization,” Radlo says. “An organization can function better by everyone on the management team knowing each other’s blind spots and increasing people’s self-awareness level. Without understanding a blind spot, you won’t be able to reframe or transform your behavior.”
Radlo’s Three Types Of Managers
Gets respect from some, contempt from others. Radlo says this type of manager has limited self-confidence and lacks personal power behind their title of authority. “The neutralizer delivers the status quo and maintains a neutral stance,” Radlo says. “Their performance is adequate to mediocre. You can anticipate what they will say and hope you do not have to listen to them.”
Lacks self-confidence and respect and uses blame instead of accountability. “They rely on the authority of the position through threats and pressure people through intimidation to reach organizational goals,” Radlo says. “They have a difficult time showing empathy, and are a threat to work with because their personal gains are achieved by manipulating others. Their excessive competitiveness creates distrust.”
Self-confident, respected, and will get others to accomplish organizational goals. “This is an authentic person who will take action and make focused decisions,” Radlo says. “Those that work with the enhancer achieve results because they feel valued. The enhancer manages to turn crises into opportunities.”
Radlo says leaders “should understand and avoid management traps such as self-centeredness, an inflexible management style, micromanaging, and an inability to deal with an increasingly diverse and aging workforce.”
About The Author
David Radlo, best-selling author of Principles of Cartel Disruption: Accelerate and Maximize Performance, is an internationally-recognized expert in leadership, growth and innovation. He is a partner with RB Markets-Achievemost, a Masters professional outside director, a growth coach, and an International Fortune 500 speaker. He is experienced in the U.S. and globally, building sustainable consumer food brands such as Born Free, Farmer’s Best, and Egg-Land’s Best, and has personally negotiated agreements with Fidel Castro. He works with senior executives, venture firms, private, public, family, and college entities. His accomplishments in his 28 years as a CEO include delivering a six-fold increase in earnings before interest, taxes, depreciation, and amortization (EBITDA), and a 30-fold increase in enterprise value. He is a graduate of Tufts University and NYU’s Stern School of Business.