Master of his heart (Brielle and Max)

Chapter 44

Brielle maintained a calm and composed demeanor in her professional endeavors. Having made her point, she fixed her gaze steadily on Max.

Max offered a slight smile, his slender fingers pausing their rhythmic drumming on the table surface as he asked lightly, “And what might that be?”

Rising gracefully to her feet, Brielle cast her presentation onto the wide screen.

“The 80/20 Principle is something I’ve distilled from analyzing management systems at several major corporations. Please, take a look at these charts.”

The attention in the room shifted towards the large screen, where a detailed summary was displayed.

But what did it all really mean?

“I ran a number of simulations on my computer and found that the optimal span of control for a manager is between 8 to 12 people. This allows them enough time to ponder strategy without being too idle. The 20 here refers to the entry-level managers-they should not have fewer than 20 people under them. Given that the tasks of ground-level employees are more uniform, some companies even have situations where there are 50 to 80 people under one manager, preventing lower-level managers from being overtasked.”

After finishing her explanation, Brielle flipped to the next slide.

prevent cliquishness within the company and mitigate any factional sentiment. I’ve crunched some numbers from the

had extensive work experience elsewhere. The 2N Rule permits an individual to bring along only one colleague from their former workplace. More are welcome, of course, but they would be

brows furrowed, and someone couldn’t contain their irritation. “Brielle, is there a point to this rule? Aren’t you just trying to splinter the

she switched the content on the

more.

department, when that leader leaves, those individuals tend to follow, which is a significant loss for us. The 2N Rule effectively

dark about their implications, but her proposed principles threatened to upend the status quo for many

1/2

evident.

forbidden, their positions would be precarious. They gritted

was not yet complete

should not be assigned new projects the following year. If they still haven’t found a replacement after two years, they could be asked to step down. This ensures that the management has a backup and that the departure of a

Dorsey who had placed her in her current position. Even

down, she looked openly at Max,

considering her position was

someone to replace us? How does that maintain our authority in front of the staff? You’ve just been promoted, so