“A person who does his job with the help of other people” is one of the popular definitions of a manager. Hence the need to correctly select such people, correctly transfer and distribute work, and exercise the necessary control. What would be simpler, it would seem? But no, for most people, transferring their work to another person is a complex, psychologically difficult process in which self-restraint plays a great role. This book is about how to succeed in this difficult task. It is useful not only for managers. To redefine a manager: Any person who tries to "do his own thing" is less likely to succeed than someone who acts as a "proper manager." And in this sense, the book you are about to read is important for any person, not only for a manager.