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"The New Manager's Handbook" provides 24 lessons for mastering your new role. You've been promoted to manager - and that puts you in a whole different ballgame. From difficult employees to demanding bosses, you never know where your next problem is coming from. What you do know is that you'll be expected to solve that problem - and solve it quickly and effectively. "The New Manager's Handbook" explains the rules of this new game, and gives you invaluable tips and pointers for teaming with your employees while inspiring them to breakthrough performance and results. Let the two dozen rules and guidelines in this quick-hitting manual show you the best ways to: delegate review performance; think strategically; lead great meetings; give and get results-oriented feedback; provide direction; speak with power; criticize with honesty and tact; ask the right questions; motivate average performers; and prepare for change.As a new manager in today's no-room-for-error workplace, you will be challenged and tested every day. Unlike previous positions, however, your success will judged by the performance of others. Give yourself every opportunity to succeed, and learn how to win the respect of both your employees and your supervisors, with the time-tested and field-proven techniques in "The New Manager's Handbook".
From the Back Cover
The New Manager's Handbook: 24 Lessons for Mastering Your New Role
You've been promoted to manager--and that puts you in a whole different ballgame. From difficult employees to demanding bosses, you never know where your next problem is coming from. What you do know is that you'll be expected to solve that problem--and solve it quickly and effectively.
The New Manager's Handbook explains the rules of this new game, and gives you invaluable tips and pointers for teaming with your employees while inspiring them to breakthrough performance and results. Let the two dozen rules and guidelines in this quick-hitting manual show you the best ways to:
- Delegate
- Review performance
- Think strategically
- Lead great meetings
- Give and get results-oriented feedback
- Provide direction
- Speak with power
- Criticize with honesty and tact
- Ask the right questions
- Motivate average performers
- Prepare for change
As a new manager in today's no-room-for-error workplace, you will be challenged and tested every day. Unlike previous positions, however, your success will judged by the performance of others. Give yourself every opportunity to succeed, and learn how to win the respect of both your employees and your supervisors, with the time-tested and field-proven techniques in The New Manager's Handbook.
Inside This Book
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First Sentence
Part of your job as a new manager is to give helpful feedback to employees. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Back Cover
Part of your job as a new manager is to give helpful feedback to employees. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
43 of 43 people found the following review helpful
Format:Paperback
If you are a new manager, aspire to a managerial position or recently promoted an employee to a managerial or supervisory position, we suggest this manual as required reading. In fact, every new manager should be given a copy of the book along with the promotion. Too often great employees are promoted without any concept of the new skill set required to succeed as a manager or supervisor. This handbook clearly identifies the new competencies needed and explains how to develop or acquire them. Author Morey Stettner also pinpoints many of the common mistakes new managers make - and tells you how to avoid them. Anyone studying business management in college also should read this book, since it provides good, practical "in the trenches" advice that's hard to find in textbooks.
5 of 5 people found the following review helpful
Format:Paperback
I liked this book. It's succinct, to the point and can be read in just a couple of hours (max). What's more, the messages are spot on!
Each chapter has only three pages (that's unique) and concludes with three tips for implementing the idea or topic. It's well written and covers the majority of things a new manager should consider.
I very much like the starting point of the book "Give Feedback". And Stettner is talking about giving praise, not criticism (giving criticism only comes toward the end of the book). This is a great way for a new manager to set a positive example to the people he or she is going to manage. The second chapter is about "How to make the best of bad news), something that the new manager is most likely to encounter very early in the new role. The book topics flow nicely from there, including some great tips on how to impress your boss.
If you are looking for a short, introductory book on the topic of management, or perhaps as a gift for someone who has just been promoted, this book would be ideal. For the serious student of management, it would go well as a primer to be followed by a more detailed book later.
Bob Selden, author What To Do When You Become The Boss: How New Managers Become Successful Managers
Each chapter has only three pages (that's unique) and concludes with three tips for implementing the idea or topic. It's well written and covers the majority of things a new manager should consider.
I very much like the starting point of the book "Give Feedback". And Stettner is talking about giving praise, not criticism (giving criticism only comes toward the end of the book). This is a great way for a new manager to set a positive example to the people he or she is going to manage. The second chapter is about "How to make the best of bad news), something that the new manager is most likely to encounter very early in the new role. The book topics flow nicely from there, including some great tips on how to impress your boss.
If you are looking for a short, introductory book on the topic of management, or perhaps as a gift for someone who has just been promoted, this book would be ideal. For the serious student of management, it would go well as a primer to be followed by a more detailed book later.
Bob Selden, author What To Do When You Become The Boss: How New Managers Become Successful Managers
2 of 2 people found the following review helpful
Format:Paperback
Why couldn't all advice books be like this one? At only around 50 pages in length, this could be considered more of a pamphlet than a book, but the advice is solid and very helpful. The author has clearly boiled down the essentials of being a good manager without padding it out endlessly (as so many authors do). One of the better advice guides I've come across aimed at new managers.
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Most Recent Customer Reviews
Not so good
The product is very simple, and is more of a booklet/pamphlet than a book, and I was quite disappointed. Read more
Published 13 months ago by Fecaig
More "overview" than "handbook"
Starting with the positives the book does host a pretty concise list of what are widely considered as the most important aspects of any managerial responsibilities. Read more
Published 13 months ago by K. Rose
Concise and pertinent advice
Having been dismayed by the 'Making Teams Work' book in the same series, I was apprehensive about this book but was pleasantly surprised by it. Read more
Published on 5 Mar 2010 by G. Fraser
Fantastic
I purchased this item not for myself, but for a work colleague who became a bit too big for her boots!! Read more
Published on 31 Jan 2010 by Mrs. L. M. Fenton
Useful and succint
More like a leaflet, but nevertheless a very useful book for new or aspiring managers.
Published on 19 July 2009 by A. Hussain
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