In a recent meeting, I found myself saying "it's about people" a lot. I actually felt a bit silly repeating myself, but it was appropriate.

Today, I read an HBR article: "How to Manage People in 15 Minutes a Day" ( http://blogs.harvardbusiness.org/cs/2009/02/the_31_coach.html).

I found it helpful. I zipped off 2 activities that it brought to my mind and I think will make a difference in work this week. Nice quick tips.

That was reading it in my RSS reader - just reading the article alone. I clicked over to the link above to leave some thankful feedback: "Thanks. Inspired me to do a few helpful things today." I was unprepared for the deluge of comments already there.

Their content particular surprised me. Several people complaining about the ideas, others, like me, completely on board.

It's great. It's not good.

Why the discrepancy?

It's about people. I think any management advice can be dangerous since all people - the people managing & those "being managed" are different.

I don't necessarily agree with the specifics of her tips, but the general concept made a lot of sense:

Take little snippets of time to build into employees. That is at least as effective as a comprehensive "Development Methodology."

Again, this is a generic concept and I think that is why it is applicable - you have to create the final 40% of the idea by relevantly applying it to your specific situation.

It is up to you to understand your people. What does/doesn't work for them. For example, I'd agree that it's not a good idea to continually interrupt knowledge workers - you sap productivity. You have to find a balance. But there is truth in the general principal outlined: you need to have face-to-face contact with people and give direct feedback.

Everybody's different and business & work are about the people.