Invisible management, visible results: a personal story

Philip C. Stine (Philip Stine is a North Carolina‐based international consultant in management, marketing, publishing and media. For 30 years he worked for the United Bible Societies, an international non‐profit organization, first as an expert in translation and later as global director for translation, publishing and marketing services in 235 countries.)

Strategy & Leadership

ISSN: 1087-8572

Publication date: 1 December 2000


What does it take to be a manager? In practical, day‐to‐day terms, most people with that title do not really know. Many are lifted from the ranks of technical workers, told they are managers, perhaps even given some objectives, and left on their own. This article suggests that a manager performs best like an invisible umbrella, sheltering those who do the work from the storms above and providing the best possible environment for them to get the job done. The author offers ten pointers on how technical people can grow into managers.



Stine, P. (2000), "Invisible management, visible results: a personal story", Strategy & Leadership, Vol. 28 No. 6, pp. 23-27.

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Copyright © 2000, MCB UP Limited

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