Chapter 1. Whose Side Are You On?

Am I supposed to listen to people's personal problems?

He was out for a month due to injury; should he get the same bonus percentage as another guy?

How much time should I spend with my team?

I'm up to my ears with work, and Sameer, the key developer on the project, walks in with a problem of his own. What am I supposed to do?

My boss wants me to change the design we have already invested in, but I really don't agree with him. Should I fight against the change?

The guy looks good in technical interviews, but seems to have an attitude problem; should I still hire him?

I can stop this guy from leaving the company if I can promise him a promotion soon but I really don't think he deserves it right now, but again, I have a key accounts project that can use his skills.

How do I explain why somebody didn't get a raise?

Is it my job to explain why a layoff happened? After all, I didn't make that decision.

How do I motivate the team when they already know there is not going to be any pay hike this year?

We have just completed a long, tough project delivery. Everybody is looking for a break, but we have more work coming. How do I avoid a burnout?

These questions, and many more such questions, are what trouble managers today. Each and every question can be real and every individual manager will make a choice and go with it. How many such choices result in good business and improve the overall well-being of the team and the organization, will decide how successful a manager will turn out to be.

Being a manager brings with it lots of questions. Let's start with the most basic one.