> Half of being a manager is managing other's behaviors to produce a great product
This part has not been left out. All of the content about establishing culture, vision, expectations, responsibilities, and so on, is a direct part of managing others' behaviors to produce a great product. What am I missing?
> The other half is managing your own behaviors -- i.e. being consistent with your communications and consistent in your behaviors.
The article talks about this too, especially the importance of communication, consistency, discipline, and process:
> [Communication] Communication may be the most important word in this guide. It is the key to making your team operate effectively. Failure to communicate is the #1 cause of people problems (...)
> [Consistency] If you are using metrics properly, you’ll be analyzing performance on a daily or weekly basis by consistently reviewing your metrics and measuring if objectives are being achieved. This typically happens in your weekly meetings and written updates. To help facilitate your planning, there are a couple of formal analysis activities to do:
> Quarterly Summary. Reflection is a healthy and beneficial process. At the end of every quarter, each functional leader should compile a summary of the objectives achieved. The summary should include metrics and descriptive analysis on where the team succeeded vs. struggled.