Muito Além da Hierarquia - Pedro Mandelli

Muito Além da Hierarquia - Pedro Mandelli

Organizations are constantly changing. Are people following this evolution? Learn how to be a people manager and revolutionize company’s performance.

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Every day organizations undergo several changes, but they have already paid attention to this reality that affects the professional environments. Pedro Mandelli will teach you in the book "Muito Além da Hierarquia" the guidelines to restructure your company's hierarchy.

But are people following this evolution? Greatly responsible for managing this growth is the company leader! And this leader has to be the one who knows how to value and empower people to deliver good results.

To do this, here we have some valuable tips and techniques to help you be different, impact your team, and get great results.

Got interested to be a revolutionary manager? Stay with us in this summary and discover how!

About the book "Muito Além da Hierarquia"

The book "Muito Além da Hierarquia", by Pedro Mandelli, seeks to present a series of techniques and skills to conduct self-management today.

Divided into 7 parts, the content focuses on the new role management must play, how important people management is, the relationship between managers and employees, team alignment and behavior, and how to achieve the high-performance level.

All of this content was derived from the author's long journey and various experiences from large companies in which he consulted. The book has 348 pages divided into 16 chapters.

About the author Pedro Mandelli

Pedro Mandelli is the founder of Mandelli & Loriggio Consultores, which aims to guide strategy processes, people management, and organizational and cultural changes.

Mandelli has extensive experience in companies of various sizes and segments. In addition, he teaches MBA at Fundação Dom Cabral and is considered one of the most beloved teachers in Brazil.

He is also the author of the book "Life and Career: A Possible Balance" and co-author of "Exercising Leadership", "The Discipline and the Art of Change Management", and many others.

To whom is this book indicated?

The content of the book is right for you if you want to:

  • Grow professionally;
  • Learn and anticipate the future;
  • Have an active and effective working life.

If you're a team leader or want to get start to become one, or even getting more credible, this book is for you!

Main ideas of the book "Muito Além da Hierarquia"

From the content offered in the book, we've put together the best strategies for you to develop skills to effectively conduct your self-management for many years.

  • Understand and accept changes in business scenarios and competencies;
  • Don't focus on tasks, focus on their development;
  • Work towards innovation;
  • As a manager, self-diagnose your skills and failures;
  • Have well-defined expectations of the results expected from the team;
  • The main pitfalls to great results are: lack of trust, lack of commitment, conflict, conformism, and lack of courage;
  • The high-performance process takes time and will never have 100% adhesion;
  • Your credibility always increases when other people grow with your help.

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[Book Summary] Muito Além da Hierarquia - Pedro Mandelli

Overview: Organization and People - Everything Has Changed

The first point made by Pedro Mandelli is that you understand and identify the changes that have occurred in recent times, in terms of scenarios and skills needed to leverage a company.

Not long ago, the top of the organization used to define what should be done, but it had few management tools, having access to limited information. In addition, these senior positions had many privileges, such as the right to a room.

But since 1990 things have changed, companies have required everyone to think like the president, have a strong group work interaction, reduce headcount and double the results, always aligned with motivation and seeking innovation.

With this, comes the need to become a Manager Beyond Hierarchy (MBH) and, for that, see the author's initial tips:

  • It is no use working hard, but with focus;
  • There is no use on having more people, you need to work with innovation;
  • There is no use on liking the company, you have to like the profession;
  • It is no sense having your team, but training people for the company;
  • Work horizontally, in pairs.

In addition, pay attention to the other tips presented by him:

  • Managing tasks doesn't work: focus on managing for continuous and growing results in your personal development, don't focus on tasks. So, stop making complaints and raise difficulties by saying that it's company's fault;
  • More than the company asks: companies ask you to focus on the many tasks, and there are many. As a result, only a few develop their skills, know their competitors and test new technologies. These professionals who focus actively inside and outside the company achieve great professional results;
  • Tasker Manager: busy managers believe that it is the responsibility of human resources to educate people, but it isn't. It is the manager who forms his team according to his experience.

In order to become a prepared manager for the present day and future actions, the author says you need to consider two factors:

  1. Be aware of the scenario faced by organizations;
  2. Have an accurate self-diagnosis of your professional skills and flaws.

These skills and behaviors are often represented by those who can complete tasks, but can they contribute to the organization's results? That's the question. Start doing your self-diagnosis.

Now, if you're talented, will the company promote you and give you more resources? If it was some time ago, the answer would be yes, but today it only gives you more work. That way, time starts to run low and you feel pressured, so you need to eliminate some tasks and exercise what you can do to reduce the workload.

Finally, in this first step, the author presents management styles and how to deal with each one. In addition, it provides ways for you to evaluate your current performance.

Overview: Developing High-Performance Infrastructure

To develop a high-performance infrastructure you must be a Manager Beyond Hierarchy (MBH).

Managers have to be consistent with their values, after all, employees will be guided by this means. According to Pedro Mandelli, one of his best features is to think big to make small.

In addition, the other characteristics mentioned by the author are:

  • You should bring to you what involves shorter lead times and higher risks;
  • Make available to your team all your knowledge;
  • Encourage employees to seek for solutions, and in search of that solution, they will achieve learning, results, and self-management.
  • Determine the future vision of the process;
  • Have well-defined expectations of team results and empower them.

Of course, if you develop these features, you will also get a high-performance team.

But to be able to strengthen all these points, you need to know your team very well and understand their profile. For this, the author listed the top 5 pitfalls that make companies fall, they are:

Lack of confidence

It has many side effects, especially when you have more control, which concludes that you have less confidence. To gain confidence, you have to be clear about expectation, and:

Fear of Conflict

These are often predatory and are often people-based rather than idea-based. Therefore:

  • Prioritize the critical points;
  • Extract and explore ideas from everyone;
  • Hold exciting meetings;
  • Minimize internal politicking.

Lack of commitment

Conflicts lead to lack of commitment, to avoid this you can:

  • Seek team alignment towards the same goal;
  • End a meeting with the clarity that employees know about their actions and what they need to do;
  • Strive for clarity and disclosure of direction and priorities;
  • Quick decision-making.

Lack of courage

Most of the time, lack of courage is caused by avoiding being held responsible for poor performance and confrontation. To avoid this:

  • Do not ask for problem identification;
  • Avoid paperwork;
  • Have a low tolerance for poor performance and ensure that they are under pressure to improve;
  • Create mutual respect.


These are the areas that look only at the navel itself. Teams must look at overall results, not just individual ones. The attitudes to develop are:

  • Talk more about the team and less about the individual;
  • Retain employees guided by collective results.

So that you can guide and manage it all, the best way is to recognize your feelings and strengthen empathy. To use it the first step is to put yourself in the person's shoes.

"Would I feel angry or motivated in their place? Would I be afraid or happy?"

In addition, to go deeper into your team's style, focus on:

  • Relationship and mutual help;
  • Working capacity and learning;
  • Preparation for current and future performance;
  • Measure team maturity.

Overview: Seeking High Performance

During the process of pursuing high performance, there will come a time when strategic changes must be communicated to the team.

By this way, 15% will join immediately in order to get more space in the company. Another 15% will be afraid, feeling threatened by the possibility of losing power.

The remaining 70% will be divided into those who depend on good examples to follow and do right, and the other half will be on the wall, where they will consider what action to take.

For this, Pedro Mandelli says that you have to be cautious and don't judge anyone. In addition, you will be responsible for developing 4 topics that can help you with this change. They are:

  1. Inspire the vision on your team until they share it;
  2. Be the example, practice that different and desired behavior;
  3. Empower people in the short term;
  4. Make the team brave.

Be aware that this whole process takes time and will never have 100% membership. But why can't I reach 100%?

The answer is simple. This is because people don't give up their individual values and personalities. So, focus on the most important part and make it perform at high performance.

Overview: Working in Pairs

One of the great ways to get along well with your pairs is by developing a multidisciplinary team. To do it, you must observe the behaviors that must be taken into consideration, such as:

  • Complementary knowledge and experiences;
  • Shared risk;
  • Humor and Autonomy;
  • Reward and Learning.

This will improve your credibility. Another key point to increase this credibility is to work and pursue innovation.

According to Pedro Mandelli, you must be prepared to spread your idea and with it, conflict of interest threatened rights and distrust. But believe in its power of innovation, focus on planning this strategy and its action plans.

"Gaining credibility is always bigger when other people grow with your help."

The author cites three opportunities for you to achieve your professional development. This can happen when you leverage and implement a project, and evaluate a viable idea.

To make the most of this opportunity, know how to identify your role, and let each team member collaborate and help the ideas of others.

What do other authors say about it?

In their recommended "Everybody Matters", the authors Bob Chapman and Raj Sisodia explore how true leaders must continually study to improve and develop those around them, also seeking to be excellent leaders who believe and value people.

In "Developing the Leader Within You", John Maxwell discusses the importance of leaders demonstrate that they care about their team, developing leaders among them. In addition, he works with the idea that 80% of his efforts should be channeled into 20% of his most important priorities to reach his goals.

Finally, in "Dare to Lead", the author Brené Brown says that a leader must take responsibility for recognizing people's potential and their ideas, encouraging them to develop that potential. He knows that the true power is the one shared with everybody.

Okay, but how can I apply this to my life?

Applying all techniques, concepts, and methods require action to achieve results. All this content shows you the way, and your team should be resistant to do new things and embrace new risks. You are the responsible for triggering this process! Don't forget: you must be the change you wish to see in the world!

Start right now! Take and execute, miss one, two, but never give up. A big change is made of ups and downs, the important thing is to be resilient and make your team believe in this purpose, try to show them that this change will be beneficial for the incomes!

After this process, it will be easier to apply the lessons learned here in the company and in your life.

Did you like this summary of the book "Muito Além da Hierarquia"?

Are you ready to change the hierarchy structure of your company? Did you find this content useful? Leave your feedback in the comments!

Furthermore, if you got interested in the subject and want to learn more about, don't hesitate to click on the image below to buy the book!

Book 'Muito Além da Hierarquia'