New Manager

With a new foreword by Ken Blanchard. The original, best-selling blockbuster which has transformed businesses worldwide. The blockbuster number-one international best-selling phenomenon is back...not that it ever really went away. This easily read story quickly demonstrates three very practical management techniques: One Minute Goals, One Minute Praisings, and One Minute Reprimands.

Facebook VP Julie Zhuo remembers the moment when she was asked to lead a team. She felt like she’d won the golden ticket - until reality came crashing in. She was just 25 and had barely any experience being managed, let alone managing others. Her coworkers became her employees overnight, and she faced a series of anxiety-inducing firsts, including agonising over whether to hire an interviewee, seeking the respect of reports who were cleverer than her and having to fire someone she liked.

If you read (or listen to) nothing else on becoming a new manager, listen to these ten articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to becoming a great manager of others.

Let these 15 leadership skills help you overcome the challenges of today so that you can lead for a better tomorrow. Stepping into the shoes of a leadership or managerial role is never easy. It’s a challenge that constantly puts you face to face with conflicts, disagreements, decisions, and people – all of which need to be brought together to work like a well-oiled machine. But the biggest challenge is the thoughts in your own mind that bring you down, especially those of the confidence-busting, imposter syndrome variety.

The new female manager’s encyclopedia - how to lead like a pro and spin teamwork into value, even with little experience! If you’ve been newly appointed to a managerial position with a few years of experience under your belt…you may struggle to get used to your peers calling you “boss”. However, it would help if you weren’t afraid to embrace leadership roles - you earned every right to excel, and your boss must have noticed something exceptional in you, so don’t downplay yourself.

Becoming a great leader is not a talent that you're born with—it's a skill that you can learn and develop. Even better, you can do so by following an effective and proven leadership framework that empowers you to inspire, communicate, and innovate your way to success.

If you’re a leader looking to grow and focus your limited time and energy on the things that truly matter, create stand-out impact, and achieve results, then keep reading! Are you seeking to better yourself as a leader? Do you want to create maximum positive impact with the people and company you lead? Are you looking to step up and make a difference both at work and in your personal life? Whatever your motivations are, “Modern Leadership - 4 Books in 1” by Paul A. Wyatt is just what you need! Good leaders make an impact not just on the company they serve but also with people they manage.

Being a good manager is not a natural skill for anyone, but it’s an easy-to-learn discipline that will allow you to develop a strong team and create an environment that amplifies the skills of everyone on your team. This book breaks down the basics of each aspect that new managers struggle with most. New Managers covers key leadership topics facing any manager.

Rachel Pacheco, former chief people officer at Oxeon and a founding member of the executive team of the JPMorgan Chase Institute, conducts research on management at The Wharton School and works with CEOs and their managers to build the skills necessary to navigate a rapidly-scaling organization. In Bringing Up the Boss: Practical Lessons for New Managers, Pacheco shares these skills, along with cutting-edge research, data, anecdotes, how-to exercises, helpful tools, and more, to help overwhelmed employees become expert managers.

Getting a new job or a big promotion is like building a house: You need to get the foundation right for both. With a job, the quick-drying cement is how well you do in your first hundred days, since they establish the foundation for long-term momentum and great performance.

In your career, there is one transition that stands out as the most crucial - going from individual contributor to competent manager. New managers have to learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. Many fail to make the transition successfully. In this timeless, indispensable book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of 19 new managers over the course of their first year in the role.

Managing people is one of the most demanding yet career-enhancing and rewarding skills you can have. Skills for New Managers provides you with everything you need to excel as a manager from day one. From hiring productive employees to developing mentoring, leadership, and coaching skills, this fast-paced, easy-to-understand guide is your blueprint for managing your staff to success.

How do you run a big meeting? Help your employees meet their goals? Hire someone? Master these skills and more with this indispensable guide to the first 30, 60, and 90 days in your new management role. Jump into the job with confidence as you navigate the dos and don'ts of first-time managers, learn to communicate effectively, delegate responsibilities clearly, and build the 5 qualities all great bosses have.

Your management mentor in a book! This is the go-to guide on making good decisions, helping teams work together, dealing with people problems, and achieving goals when you're newly in charge or looking to brush up on your leadership skills. Wait, I'm the Boss?!? is chock-full of useful information, tips, and checklists that can be used by anyone who aspires to become a skilled manager. While it’s written with the new manager in mind, it can also serve as a useful refresher for any manager, no matter how experienced he or she may be.

Research and experience demonstrate two areas with which many new managers are completely unfamiliar: delegating tasks and work and making decisions. Some struggle with this for years. But it doesn't have to be hard. 151 Quick Ideas for Delegating and Decision Making combines 50 years' experience of two managers and the experiences of other managers who have been interviewed and observed. And even if you are already in a supervisory position, this book can help you do a more effective and efficient job at managing people and tasks.

The New Restaurant Manager is for new managers who want to avoid the mistakes that most beginning managers make. This refreshing how-to guide is written in a practical, down-to-earth style, like having coffee with your mentor.

Most managers already know that cultural differences are important when they're dealing with business partners from other countries. They understand that the current business environment is increasingly global. What today’s managers don’t fully get is that they must learn and use global management skills in every interaction they have. With this book, managers will be able to make sense of common situations that they do not understand.They will be able to recognize, assess, react to, and solve complex management situations where diverse styles, personalities, and cultures are in play.

Gorilla in the Cockpit offers a revolutionary way to understand megaproject failures. It opens the black box to reveal the hidden drivers of project crashes. The root causes cannot be found in traditional project management books. They are neither technical nor financial. They are human.

Once you are promoted to a management role, the transition can be a challenge. Some managers fail, and others become successful. Having a few key skills can make the difference between winning and losing when it comes to hiring and retaining the very best talent. Learn the techniques that can help you transform your career.

42 Rules for Your New Leadership Role, 2nd Edition, describes practical and effective actions for you to make a strong start at your new VP, director, or manager job. Drawing from extensive interviews with corporate leaders and the author's 20 years as a strategy consultant and executive coach, these rules form the manual they forgot to hand you when you got that promotion or offer letter.