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No book has captured the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic Becoming a Manager. In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation-in essence, how they were able to take on new identities. Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers. In a new epilogue, she explores what organizations can do to help managers in their journey to lead and learn.
To tell the story of the new mangers' experiences properly, we must start where they started, by asking what it means to be a manager and what a manager does. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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