A comprehensive, instant-answer guide to avoiding over 100 of the most common mistakes made by managers. Details where the pitfalls lie, so you can avoid them more easily, and how to recover from a mistake quickly and prevent it from happening again. Paper.

Customer Rating:
Summary: Good Book
Comment: I bought this for my son who is a first time manager at a fast food chain of restaurants. He says it has helped him learn a lot and is putting the things in the book to good use with his team. He feels that he has learned a lot and will definately use what he has learned from this book.

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Customer Rating:
Summary: Zzzzz
Comment: The book presents like a trouble-shooting list for an appliance. It is difficult to stay interested in the material after about 3 "mistakes." it may be an OK reference book.

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Customer Rating:
Summary: Pamphlet
Comment: I should know better than to buy books with arbitrary numbers in the title; "101 this," "60 days to that," "10 simple whatever." How many mistakes did the authors really think of and how long did it take them to pad out the number to reach 101?

All that aside, this book reads like a PowerPoint presentation and with a good speaker it might be a really good one, but it doesn't make for compelling reading material. After 30 pages I was just scanning the bullet points.

The information and advice is valid (for the most part) but there just isn't enough of it here to justify a book.

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Customer Rating:
Summary: Rudimentary
Comment: I acquired this book following the recommendations on Amazon. I have found this book to be rather rudimentary. By an large, the underlying problems for the 'mistakes' are simply those of professionalism and leadership. I'd expect that at the managerial level, adequate experience has been gained, competency demonstrated, not to fall into such caveats.

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Customer Rating:
Summary: Practical and useful
Comment: This book is the managerial analogue of a Chilton repair manual for your car. You can look up a problem you're having as a manager in the same manner you might look up what to do when the headlights on your car are dead, and get a practical step-by-step process for solving the problem. Albright and Carr keep focused on actions that can be taken to solve real problems. This book is tremendously useful, and if I had to recommend one book to new managers or to any manager interested in improving his or her performance, it would be this one.

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