I often say that our most radical belief at Happy is this: you should decide who should manage people based on . . . how good they are at managing people. Because too often they are chosen on their core skill or how long they’ve been in the job.
We worked with one company who had a problem with their Marketing Manager. Let’s call her Sarah. Now Sarah was brilliant at marketing and vital to the company’s success. But she was not good at managing people and lost around half her staff every year as they moved to other jobs.
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