What to Do When You Become the Boss: How New Managers Become Successful Managers Paperback – 8 Jul 2010
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This is a general management and leadership text containing a range of material based on tried and tested theory, presented in an easily accessible format. --Chartered Institute of Management, June, 2009.
With well laid out chapters it is an easy book to dip in and out of, especially should one wish to quickly reference a particular management situation they find themselves in. -- British Computer Society, Feb, 2009.
One of the best parts about this book is that it is not written in standard management speak. Bob uses plain language to ensure that all of the tidbits, advice, and kernels of wisdom can be absorbed. -- Great New Management Books That Are A Must Read, Feb, 2008.
Not only is this book a bit of a 'New Boss's Bible', it lures you in through your own particular learning style and meets you where you will derive the most value. -- G. Michelli, UK., Feb, 2008
Each substantive chapter is approximately ten pages long - short enough to read during lunch break, and well organized enough to help readers implement the ideas discussed. -- Armchair Reviewer, Feb, 2008.
At last, a straightforward guide to help fill the people management learning gap for new managersSee all Product description
Top customer reviews
You learn in the first 30 days. Working with your boss. Agreeing the time frames, asking questions, listening, making observations. I liked the idea of 'ideal team' meeting, coaching, letting people to commit.
Only after 90 days you can start changing things, which by now you suppose to agree with management: culture, structure, systems (processes) or even people.
I have made notes in the book and when promotion comes I will follow the structured process of becoming a great manager.
Becoming a manager has never been difficult, just become the top producer at what you do well and someone in upper management will assume you can manage too! Historically industry has believed they were creating an opportunity for their top workers. For those selected, who found themselves struggling to become managers with little or no training or support, it was a disastrous move. And, failure usually came with a rather high price. That price usually meant leaving the very organization they had honed their original work skills with. Had Bob's book, "What To Do When You Become The Boss", been available then, several industries that I can think of would have a very different breed of management today.
To me, Bob Selden is the consummate trainer. And, his book, which covers every facet of management learning. is more than a book, it is an effective training course for new managers, and a true support tool for anyone at any level of management or leadership. Beyond the strong content, I like how Bob has organized his book for all styles of learner. He even advises, at the beginning of each chapter on how to read and gain the most out of the chapter relative to your own learning preference.
Having been a career management and development consultant to managers and executives for the past 15 years I heartily recommend, if you are a new manager, read, earmark and plan to reread this book many times along your journey toward making management a solid career move. Irrespective of how you got your start!
There is no simple formula for being successful as a manager. Managing other people well involves insight, empathy and a measure of boldness. Managers need to make judgements about complex matters and strike the "right" balance between tasks, business goals and care for people. It is not a skill that is natural for most people; it has to be learned, and not in the same way that technical skills are learned.
Bob Selden's book, What to do when you become the boss, does not fall into the "simple formula" category. But, as its title might suggest, it offers a straightforward pathway to competence as a manager. It provides a solid treatment of the major aspects of the management role. It addresses cognitive skills (related to the tasks that managers carry out, such as setting standards and goals, selecting people, running meetings and appraising performance) and emotional skills (interpersonal skills such as establishing relationships, motivating and influencing), and underpins this with values (respect for others and integrity).
This is primarily a book for the practising manager who wants to learn the management craft, not an academic text. It has been written with a strong consideration of different learning styles, and this is made explicit at the outset. Whether you consider yourself to be an activist, a reflector, a theorist or a pragmatist, this book caters convincingly to your style.
The wealth of experience that sits behind this book is evident in many ways. For example, it gives due importance to context. Management is not an activity that can be carried out without an understanding of the organisational context - the business and people factors. Managers need to know that what works here may not work there, and they need to know why that is.
Topics are dealt with in discriminating fashion. The book takes a clear position on issues rather than giving weak praise to all humanistic approaches. For example, it observes that not all "teams" are really teams, and sometimes they don't need to be. The section on feedback takes a forthright approach rather than urging blandness through fear of giving offence.
What of the title? Isn't it politically incorrect to refer to "the boss"? Rather than endorsing the term, Selden seems to be suggesting that we haven't come very far in the last few decades, and the ideas in the book are what we need in order to move beyond the image of the autocrat who is devoid of interpersonal skills. The book is a valuable handbook for learning how to make this transition.
- Leading vs Managing (what does it take to become an effective manager)
- Managing your team (8 chapters on all the must-have topics)
- Managing upwards & sideways (3 chapters packed with useful advice on influencing others)
- Managing your meetings (including group dynamics for decision making)
- Managing yourself (delegation, e-mail, image, etc.)
It is a very useful tool that brings effective ideas to deal with all the range of issues a new manager might face. Instead of reading 3 or 4 books or keeping a large handbook at hand, get this one and it will provide you with much of the best advice you can get in the market.
For seasoned managers, the book can be a handy reference tool, e.g. when a situation comes up you have not encountered for a while or when you want to prepare yourself for e.g. a performance review with your people.
The book is very complete and easy to access and read.
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