According to the conventional rules of management in the current information age, leaders manage people. They recruit the best talent, provide appropriate incentives, give stretch assignments to develop talent, use emotional intelligence to connect with each individual review performance carefully and retain those who clear the bar. As important as these activities are, relying exclusively on them means relying on the flawed assumption that individual performance depends solely on something inherent in the employee. 

Management Guru Jim Collins advises that it's crucial to get "the right people on the bus". Many managers leap to the temptingly simplistic conclusion that doing so is their most important job. Unfortunately, the conventional rules miss the fundamental act of good management: Managing the progress.