Reclaim Your Job Translating energy and ability into initiative proves as the most practical managerial success determinant. Failure to identify the significance of belief in sufficiency of personal ability leads to apportioning of blame to other factors such as inadequacy of resources. Prominent reasons for lack of success take various shapes of excuses while the main problem remains in control of initiative and discretion. In other instances, company objectives may compel managers to feel pressure from their bosses. Fears of personal achievement against a backdrop of demands from company objectives define the confusion that managers must resolve to produce results. Bruch and Ghoshal (1) capture several management failures and propose actionable approaches as discussed in this discourse. A few additions form part of this discussion in the form of contributions on the emerging views. Vital lessons recommended for the resolution of the confusion manifest clearly, including management of demands, generation of resources and employing alternatives. Management of Demands As Bruch and Ghoshal (2) observed, the onus of internalization of the demands falls to the manager in terms of managing daily tasks. Failure to quantify the demand function of the job translates into difficulty in introducing significant actions. Definition the job perhaps entails personal perception of the magnitude of demands in order to employ desired skills and resilience. Strategy formulation depends on the awareness of the tasks involved in the job, which underscores the need of demand management. Commonest demand tackling approach involves prioritization against timelines, where crucial tasks appear ahead of others. Apparently, lack of task prioritization in various jobs illustrates the confusion mentioned in this discussion. Managers find busy schedules within tight deadlines, which make it impractical to respond to every stakeholder’s demand. Demand management with clear timelines and delegation of duties distributes the burden of burnouts. In view of Spungin’s case, mismanagement of demands emerges from handling of several tasks without consideration of the impact that the overall competitiveness score produces. Bruch and Ghoshal (3) recommend developing a vision within the confinements of time and task load. Assessing the practicality of handling more tasks than previously held at McKinsey would facilitate the manager’s decision in terms of managing the demand. Appropriate vision in terms of action must take both short and long-term perspectives (Wheatley 12). Alternatively, personal interests must take the backseat in the determination of which tasks to undertake. Time management against the priority scale and effective delegation of duties facilitates the achievement of a broader scope of success. Strategic management drives prioritization of needs and resources in order for investment to give returns. In view of the magnitude of each priority, effective quantification must allocate crucial items ahead of those with a secondary importance. Demand management in terms of resources and time must enable the manager to shift focus into areas that bear most importance. Overall outcomes of flawless need