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Traces the experiences of 19 new managers over the course of their first year in a managerial capacity and analyzes their expectations, their subordinates and their superiors. The new managers also describe how they reframed their understanding of their roles and responsibilities.
- Sales Rank: #686434 in Books
- Brand: Harvard Business School Press
- Published on: 1992-01
- Ingredients: Example Ingredients
- Original language: English
- Number of items: 1
- Dimensions: 1.25" h x 6.54" w x 9.55" l, 1.52 pounds
- Binding: Hardcover
- 331 pages
- Great product!
From Library Journal
Hill vividly documents the experiences of 19 first-year managers. Initially, these managers focused on formal authority and setting business performance agendas while ignoring the responsibilities of accomplishing things through others and network building. "They were genuinely surprised, though, by the discontinuity between the producer and manager roles and between their expectations and the realities of management." Hill clearly explains the interpersonal problems of dealing with employee diversity and evaluating the performance of others along with the stressful and emotional side of making the transformation to management. She also addresses how new managers can learn from their experiences and the implications for those responsible for management development. Unlike Joseph and Susan Berk's Managing Effectively ( LJ 6/1/91), which examines what first-time managers should know, Hill discusses the actual transformation of individual performers into effective new managers. Strongly recommended for all types of business collections.
- Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn.
Copyright 1992 Reed Business Information, Inc.
Review
"Becoming a Manager is a must-read guide for companies that want to maximize the success of their future leaders."
About the Author
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration and faculty chair of the Leadership Initiative at Harvard Business School.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Related to the experiences in this book
By S. Berg
As a new manager, I very much related to the experiences depicted in the book. I'd recommend this to anyone who is new or newish to a people-leader position.
16 of 16 people found the following review helpful.
A must-read for managers (new or old)
By RamblingLibrarian
I highly recommend this to anyone involved in "management", particularly where you have to lead people.
The value of this book -- to me -- was not that it revealed anything new (most managers would instinctively know what the issues are when working with a team). What it did for me was to give me assurance that the trials and tribulations that I've gone through (some of which are daily occurances) are normal. That told me that I AM NOT ALONE! -- for management is a lonely business.
This book took me sometime to finish (440 over pages) but a very readable book. Not overly academic. I particularly liked the section on "Is Management Really for Me?".
7 of 7 people found the following review helpful.
Be like a duck..
By Nilendu Misra
Some insights from the highly readable book -
1) 80% of the time people reach out to you as their manager is for a 'negative' reason. Do not be a Prima Donna and let it effect your outside reaction. Be like a duck, calm and serene on outside and paddle like hell underneath.
2) Learning is a two-way street. Your manager also learns from you. Exchanging candid feedback is like a protected left turn, however, where your manager always has prerogative.
3) First line manager has significant higher number of pulls - one from upper chain of management, another from multiple personalities who are deeply embedded into delivery.
4) Managing people is often being able to deal with 'half-truths'.
5) When top individual performers become manager, it is often 'heap reversal'. Organization takes a superstar from the top of the heap, and puts her at the bottom of another. This indeed causes the big surprise.
6) Never manage out of fear.
7) Delegation is one of the toughest part to figure out. The rope extended could be too high, where people feel left out and on their own; or too low where managed feel trampled by micro-decisions. 'Supportive Autonomy' - to work as coach where needed is one good model to tune the delegation.
8) Successful career in management is like climbing a ladder - skipped rungs almost always create a safety hazard.
9) Formal authority is a limited source of power.
10) Managing is about
i) Establishing Direction = [Develop a vision for future] + [Craft Strategies to achieve the vision]
Tools needed for the above -
a) Inductive Reasoning
b) Multidimensional Thinking
c) Risk Taking
d) Ability to make sense of complex and ambiguous data
ii) Aligning People = [Communicating vision and strategies through words and deeds]
Tools needed for the above -
a) Empathy
b) Abilities to build credibility and communicate with diverse constituencies
c) Willingness & Ability to empower
iii) Motivate & Inspire = [Energizing people to overcome Political, Bureaucratic & Resource barriers]
Tools needed for the above -
a) Abilities to exercise power & influence to change behavior
b) Attitudes & Values of diverse constituency
c) Managing Performance & Coaching Talents
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