Welcome to Plone 6!

It is no good to pretend that certain decisions can be made by subordinates if in fact they annot.

To make dependency tolerable. the lines must be clearly drawn between those decisions that are the perogative of the superior and those that can be made by or in consultation with the subordinate. Once those lines have been drawn, it is essential not to transgress them any more often than is absolutely necessary.
Ideally, the subordinate should have an area within which he is free to operate without anyone looking over his shoulder. The superior should clarify the goals and perhaps suggest alternative ways of achieving them... if the worker knows that the boss likes plan A, he is not going to try plan B and risk his job if it fails. If he knows that his job rides on every major decision, he can only play safe by identifying himself in every case with his superior's views.
But that makes him an automaton who can bring no additional intelligence to the organization nor free his superiors from any decisions. He earns the respect of no one-- not even the boss who helped make him that way

Many of the articles we include in this series were written before women started to play an important role in management in impressive numbers.

For this reason, the authors of certain pieces assumed all readers were men and that the typical manager was a "he" instead of a "he or she".

The editors ask that whenever you read the words "he", "him", or "his" in an article, you take it to mean "she", "her," or "hers" as well. Whenever you see "man" either alone or as part of a word, think of a person who is either gender. We hope that the archaic use of the masculine gender does not undermine the effectiveness of the articles.