In our corner of the Financial Times offices, the desks, floors and tables are piled high with management books. Books about managing better and building engaged teams. About making decisions at the right time of day. Or with less effort. With more effectiveness. And with passion and purpose. The number of shiny leadership styles on offer is, frankly, exhausting.

Management is on my mind because I recently returned, in a small way, to being a boss after many years as a team member. I have been flicking through these books looking for advice — but what has struck me instead is that none of the experts offers tips on how to be a great subordinate. Many of us — including me — are subordinate and manager at the same time. So this omission seems odd.

And if it is worth defining what we expect from great team leaders and managers, why is it not worth pinning down everyone else’s role? A bit of self-reflection never goes amiss, wherever we may sit in the corporate hierarchy.