Project Management

Anger Manage Meant

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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We wouldn’t get angry if we didn’t care. At least, that’s the premise that many people carry along with them when they reflect on their moments of rage and try to justify their associated actions.

Trying to oversee a team by using your personal anger can be effective in a limited fashion. We see a manager with a full head of steam heading down the hallway, locked on his or her destination with marksman-like precision, and we hold our breath just a little as they pass by and make an invisible path in front of them. There is an almost primal force at work in these situations, and even the most prepared of targets can feel threatened and motivated by the strength of this emotion.

For good or ill, anger is not effective if used indiscriminately as a management tool. Frequent use causes people to balk or even dismiss its impact when confronted. Exposed to it often enough, individuals even may laugh at the outburst. When it gets out of control and destructive, it can lead to health problems, stress and depression in all parties that get in its detonation zone.

A team that knows its manager and considers the person to be a level-headed operator, however, is where anger use is a better practice. Surprised by its appearance, the exhibition of fury provides a strong message and generates a strong reaction. Using it as a communication style to be saved for…


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