Do Your Work in the Mirror

The chapter discusses the challenges of management, arguing that it is often seen as less important than leadership. The author points out that management is complex, demanding, and often thankless work. Managers are responsible for a wide range of tasks, from people management to compliance to quality assurance. They must also be able to communicate vision, align effort, and contribute to organizational culture. James argues that the distinction between leaders and managers is false. All managers are leaders to some extent. They must be able to motivate and inspire their team members, and they must be able to create a positive and productive work environment.

James also discusses the importance of practical skills for managers. Affective skills are those related to emotions and relationships. They include empathy, communication, and conflict resolution. The author argues that affective skills as important but less often emphasized for managers than cognitive skills, such as problem-solving and analytical skills. James focuses on a self-reflection practice as a way to develop and expand those affective skills. She asserts that this approach to self-reflection improves the foundation for other techniques and approaches to managing in a person-centered way.