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These are the 13 principles, stated more positively:

1. Accept personal accountability.
2. Develop your people.
3. Influence thinking, don't try to control results.
4. Avoid cliques and office politics.
5. Tailor your management style to the needs of your employees.
6. Keep an eye on the bottom line.
7. Concentrate on objectives instead of problems.
8. Be a boss, not a buddy.
9. Set standards.
10. Train your people.
11. Demand competence.
12. Recognize quality performance from all your employees.
13. Do not manipulate people.

If you would like to know how to achieve these goals, AND YOU DO, then get this book as soon as possible. The royalties from your purchase will help Mr. Brown enjoy a much deserved retirement.

16 of 19 found the following review helpful:

Good Common Sense with a Few GemsApr 30, 2006
By Lisa Shea "medieval swordfighting enthusiast"
I always dislike it when books sensationalize problems. To call these errors "Fatal" as in YOU COULD DIE!?!?! seems extreme to me. Very few errors in life are fatal, and surely managers have enough stress in their worlds without having to worry about FATAL errors to deal with. Let's just call these "errors" and begin working on them.

The first question is, of course, what ARE the 13 errors. They are: Refusing to accept personal responsibility, failing to develop people, trying to control rather than influence people, joining the wrong crowd, managing everyone the same way, forgetting about profit, focussing on problems instead of goals, being too friendly, not setting standards, not training your employees, condoning incompetence, recognizing only the top performers, and trying to manipulate people.

You can say that many of these are common sense - but that's true for any management book. Dealing with human beings IS common sense. Still, many of us forget that sometimes - or need a few tips on dealing with a specific situation. For example, some managers feel that the issues are all with the employee and that the employee should just "fix themselves and do the job, dammit". We've all worked for a BAD manager though and know that a lot of how well an employee does his/her job is based on the management. Another aspect of this is that the book talks directly about achieving good results. It reminds you that your aim should be good results. Not in a "burn the villages and get the gold" way, but in a "it's better to reach your goal efficiently rather than waste 12 hours doing it in a poor way".

I think that's an important distinction for people to make. Many managers have long, complex procedures and work tons of hours - then pressure their employees to do the same and "measure up". Instead, of the managers made their lives more organized and simplified, they could have the same end results with far less stress and time. All humans need time to rest and relax - managers AND employees. It's important to focus on that goal, vs trying to seem as busy as possible in inefficient ways.

On the other hand, the book has some areas where it's very theoretical but not directly helpful. They say that if you expect your employees to do well and give them training, then they naturally will do well. That we managers just have to "get out of the way". This certainly isn't always true! There are employees who simply will look for ways to avoid doing work or shunting work to others even when they know what they should do and how to do it. To ignore these realities is to be frustrated.

There's a section where they say an employee's self motivation and self esteem are important - but truly, how many managers could "retrain" an adult who is set in his or her ways? Sure, it's good to know that an employee has low self esteem in order to talk with him in an effective manner - but managers will rarely have success in "fixing" an adult employee's personal psyche problems.

Another section talks about how managing isn't always easy. I do think this is an important lesson for many managers to learn. Yes, it sucks to have to make some decisions - but you have to do it. It's hard to discipline an employee you like - but you do it the best way you can. If you simply avoid doing certain things, everybody suffers as a result. This topic is covered in several different ways - you have to set up guidelines, you have to enforce those guidelines and give specific, direct commentary if someone is slacking off. You can't let it slide because it's easier on you. You have to step up and address it so that you manage the problem.

While many of these issues may be common sense for established managers, the tips can prove quite useful for new members. I do find a few gems in here that even older managers might find helpful to add into their arsenal.

A good book to at least read at the library. If you get it for yourself, lend it out to a few friends - you might be surprised at how long it takes for them to choose to return it to you.

7 of 7 found the following review helpful:

Excellent Reading for New and OldApr 28, 2003

I wish I can give away the books to everyone I know. It is very good, down-to-earth and practical rules of managing. And the exercises and the contracts at the end of each chapter really works!
I am a new person in the workforce with no prior experience, and now I understand the grounds on how effective and successful managers operates. I am also impressed by the usability of the content, meaning that even where I come from (which is not US) the errors and how to avoid it is amazingly applicable. Some people who I respected are also showing the qualities described by the book. Excellent reading. Highly recommended for young executives and newly appointed managers. It might be helpful to buy extra copies to be forwarded to some ineffective managers :P

6 of 6 found the following review helpful:

This should be the first book to read when you get promotedDec 08, 2001
By Chris
My review will reflect the readability of this book - simple. I highly recommend this book to a person (like me) that is new to "management". I'm sure others can find it useful as well, but there were some simple mistakes that I had been making that were quickly corected after reading this book. It is so inexpesive, but do not mistake that "low price must equal low content"...that wasn't the case at all. As this text points out...the worst mistake you can make is to run an "unprofitable" business. If you are running a profitable business in this economy you are probably doing a lot of things right! I actually loaned this book to a peer and he hadn't returned it yet, so I am getting another copy so I can go back to it when needed.

14 of 17 found the following review helpful:

Tremendous training tool for our sales managersJul 20, 1999
By dppearson@trianim.com
13 Fatal Errors serves as required reading for our regional sales managers. We have created role play scenarios to use skills to prevent the mistakes outlined in the book. The book helped us with the value of ensuring our job descriptions were up to date and helped understand the importance of setting real first-year objectives for new salespeople. A must read for sales managers.

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