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.

factional sentiment. I’ve crunched some numbers from the HR department

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 assigned to different

is there a point to this

expression remained unflustered as she switched the

more.

flow chart. If a department hires a new leader who brings a bunch of people from their old department, when that leader leaves, those individuals tend to follow, which is

leaving no one in the dark about their implications,

1/2

evident.

their seats through mutual support. If group alliances were forbidden, their positions

argument was not yet complete and added

two years, they could be asked to step down. This ensures that the management has a backup and that the departure of a high-ranking staff member won’t paralyze operations. For instance, bringing me in to replace Spencer was a

flattery towards Max, also hinting to everyone that it was Mr. Dorsey who had placed her in her current position. Even if

she looked openly at Max,

considering her position was clearly orchestrated by other members of the

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