Despite this view being out of fashion today, most organizations retain a residual awareness that leaders should have a superset of the skills of the people they’re leading.1 So the only thing that really could serve as “management turpentine”, a transferable set of management techniques applicable to any domain, is narrowly-tailored advice for how to deal with people, how to motivate, direct, and control them. And so, by and large, that’s what management books like this one offer — techniques for the one part of the job generic enough to benefit from this kind of advice. But is it really so generic?
A nanosecond’s reflection will tell you that the techniques needed to manage computer programmers, movie actors, and the boom-town roughnecks that inspired Conan the Barbarian are going to be very different. What if we restrict our analysis to just one category, say the computer programmers?2 Well, consider another similarly restrictive category: children. The great limitation of parenting books is, as every parent of more than one child knows, that children are extremely different from one another. One child may need strict discipline, while another actually needs to be encouraged to take rules less seriously; one needs to be reassured constantly and showered with love, while another needs to have firm boundaries. The techniques that work brilliantly with one child will not work unmodified with another. If the goal is the Aristotelian mean, then some need to be nudged to one side, and others in the opposite direction.
If that’s the way it is with kids, imagine how much more so this all applies to adults, who in addition to having different innate personalities and temperaments and aptitudes also carry with them extensive life histories, experiences, and scar tissue. Any generic advice, any “management turpentine”, needs to be heavily customized to the personalities and the dynamics of a particular team. But the catch is that mastering the ability to apply this sort of generic management advice in a particular situation is pretty much just the same thing as mastering management itself.
To a very great degree, management just is the art of taking a set of discordant personalities and welding them into a harmonious whole. A great manager sizes up his or her team, sees the ambitious go-getter, the resentful and self-defeating genius, the timid and awkward newbie with leadership potential, the lazy slob who secretly glues them all together — sees not just these categories but sees the individuals and the unique ways they subvert these archetypes, and instantly and intuitively knows how to fuse them into a machine for achieving a common purpose. Or as Hilaire Belloc once put it:
There is one element in the [management of men] which is all-important, and the possession of which is a gift, like the gift of verse or “eye” in a sport. It is not to be prayed for. It is not to be acquired. It is granted by the unseen powers. This element is that which you have in the good management of a pack of hounds, or in any other kind of good generalship. It consists in a mixture of detailed and general appreciation; for when those two faculties are combined — the faculty of seeing the individual, the faculty of seeing the whole — you have the genius of the human helmsman; as rare a sort of genius as there is among men.
But why does he say that this particular talent is not to be acquired? Go back to Johnson’s line about the management turpentine and read it again, but this time note how deftly the magic trick is performed. Do you see it? Hey presto, there are only two options as to what a book on painting could be about — “Form and Structure and Meaning,” or where to buy turpentine. This is important, because left to your own devices you might prefer a third possibility: namely a book about how to make great art. But as soon as you say it, it becomes clear why that option needs to be hidden from view — no such book has ever existed, no such book can exist, you can’t learn to make great art from a book.
John Psmith, “REVIEW: Scaling People by Claire Hughes Johnson”, Mr. and Mrs. Psmith’s Bookshelf, 2023-08-28.
- Fewer and fewer every day though. A United States military friend recently pointed out to me that the high ratio of senior Russian officers killed in Ukraine and Syria speaks well of their military culture, because it means that even their general officers make a custom of occasionally leading from the front (there’s a long history of this in the Russian armed forces). He then reflected bitterly that an American general being killed was simply unthinkable, since to a man they sit in air-conditioned offices and command their troops over satellite link.
- Johnson’s book is marketed towards those managing computer programmers, which is interesting since she worked on the operations side of the house and as far was I know has never been in charge of a crew of engineers.
July 27, 2026
QotD: The art of management
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