Book | 2008

Becoming a New Manager

by Linda A. Hill

Abstract

You've just been promoted to a managerial position for the first time—congratulations! But beware: the managerial role differs markedly from the individual contributor role. Go into the job with mistaken assumptions about what to expect, and you just may be blindsided by surprising realities. This book helps you lay the foundation for succeeding in your new role, explaining how to (1) discard the "doer" role of the individual contributor for the orchestrating role of the manager; (2) adjust your leadership style to maximize your team's performance; (3) balance conflicting expectations from your boss, peers, and direct reports; and (4) deal productively with the stresses and new emotions that come with being a manager.

Keywords: Leadership; Management Skills; Management Style; Managerial Roles; Performance Improvement; Groups and Teams;

Citation:

Hill, Linda A. Becoming a New Manager. Boston, MA: Harvard Business Press, 2008. (Mentor.)