What will you learn from this book
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Shift in Responsibilities: Moving into a managerial role requires a shift from individual contributor to team leader, focusing on guiding and supporting others to achieve collective goals.
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Developing Management Skills: Managers need to develop a range of skills, including communication, decision-making, problem-solving, delegation, and conflict resolution, to effectively lead teams.
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Building Relationships: Cultivating strong relationships with team members, peers, and superiors is essential for successful management, fostering trust, collaboration, and support.
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Understanding Organizational Dynamics: Managers must understand the broader organizational dynamics, including culture, structure, and goals, to align team efforts with strategic objectives.
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Managing Performance: Effectively managing performance involves setting clear expectations, providing feedback, coaching for improvement, and recognizing and rewarding achievements.
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Leading Change: Managers often play a crucial role in leading and managing change initiatives within their teams or departments, requiring skills in communication, adaptation, and resilience.
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Decision-Making: Making sound decisions involves gathering information, considering alternatives, weighing risks and benefits, and seeking input from relevant stakeholders.
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Managing Time and Priorities: Prioritizing tasks, managing time effectively, and delegating responsibilities are key skills for managers to maximize productivity and achieve goals.
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Continuous Learning: Successful managers are lifelong learners who seek opportunities to develop new skills, expand their knowledge, and stay updated on industry trends and best practices.
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Adapting to Leadership Styles: Managers should be adaptable in their leadership styles, tailoring their approach to fit the needs of different situations, teams, and individuals.
| Language | English |
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| ISBN-10 | 1633696960 |
| ISBN-13 | 9781633696969 |
| No of pages | 420 |
| Font Size | Medium |
| Book Publisher | Harvard Business Press |
| Published Date | 25 Apr 2003 |
About Author
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Making the leap to management and leadership
In your career, or anyone's, there is one transition that stands out as the most crucial--going from individual contributor to competent manager.
New managers have to learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. Many fail to make the transition successfully.
In this timeless, indispensable book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of these managers, their subordinates, and their superiors. We hear the new managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective cross-functional work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of leadership.
Hill vividly shows that becoming a manager is a profound psychological adjustment--a true transformation--as well as a continuous process of learning from experience.
Becoming a Manager, a veritable treasury of essential leadership wisdom, is a book you will turn to again and again no matter where you are on your career journey.