tly (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when Mary Poppins describes a style of management which has for too long been hidden in many businesses and organisations.

Think about it.

She's "Practically perfect in every way" - is that not what we want from a boss? Someone who is almost brilliant at everything - yet with a hint of not being absolutely perfect? Someone we can trust and depend on - yet who is truly human with is and falls down occasionally too?

And then there's the cut to the chase with, "Bert, what utter nonsense. Why do you always complicate things that are really quite simple." How often do we, often inadvertently (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when au>Practically perfect in every way" - is that not what we want from a boss? Someone who is almost brilliant at everything - yet with a hint of not being absolutely perfect? Someone we can trust and depend on - yet who is truly human with is and falls down occasionally too?

And then there's the cut to the chase with, "Bert, what utter nonsense. Why do you always complicate things that are really quite simple." How often do we, often inadvertently (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when /b> being absolutely perfect? Someone we can trust and depend on - yet who is truly human with is and falls down occasionally too?

And then there's the cut to the chase with, "Bert, what utter nonsense. Why do you always complicate things that are really quite simple." How often do we, often inadvertently (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when re's the cut to the chase with, "Bert, what utter nonsense. Why do you always complicate things that are really quite simple." How often do we, often inadvertently (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when tly (especially the more senior an executive we are), make things so, so complex. Recently working with a client who already had over 125 books on systems, when all they were doing was selling things to people...

And then there's all the fun, like...

"Of course, you can say it backwards, which is dociousaliexpilisticfragicalirupus, but that's going a bit too far, don't you think?"

...a satisfying ability to have fun and, I think perhaps just a hint of a smile at yourself, Mary, in that..., as Bert says "Indubitably.!" Not forgetting either, that if we look hard enough, with the right viewpoint...

"In every job that must be done, there is an element of fun. You find the fun and - SNAP - the job's a game!"

Above all