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What to Do When You Become the Boss: How New Managers Become Successful Managers

Overview

Do you know all the "ins" and "outs" of managing?

Make a success of your career as a manager. This is your complete "How to" for managing your boss, your people, yourself. You will refer to this book again and again as you progress through your career.

You will discover how to:

- Become an effective leader, recognized throughout the organization

- Distribute your time appropriately between the three essential managerial role elements of ...

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What to Do When You Become the Boss: How New Managers Become Successful Managers

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Overview

Do you know all the "ins" and "outs" of managing?

Make a success of your career as a manager. This is your complete "How to" for managing your boss, your people, yourself. You will refer to this book again and again as you progress through your career.

You will discover how to:

- Become an effective leader, recognized throughout the organization

- Distribute your time appropriately between the three essential managerial role elements of leading, managing and operating

- Manage your boss - one of the most important of your work relationships

- Select your new boss - if you happen to be changing roles or organizations

- Manage the performance of your team including setting and maintaining standards, coaching, motivating and appraising performance

- Select the best person for the job with a process that is 4 times more effective than traditional selection processes

- Delegate, make more effective decisions, run motivating team meetings - there are even chapters on "How to manage your emails" and "How to build your image"

"Nothing is more practical than a good theory." Kurt Lewin's quote sums up this book and Bob's ability to address the realities of managing people in changing environments. In each chapter he demonstrates a rare gift of being able to translate conceptual frameworks into practical processes and actions which managers can build into their daily work routines. The rich array of case studies, many drawn from Bob's own experience as a line manager, add colour and weight to this comprehensive "must read" user's guide for new and not so new managers.

- Humphrey Armstrong, Organizational Psychologist, Lifelong Learning Systems, Sydney, Australia The messages in this best selling book have shown thousands of managers, particularly new managers, a better way of managing. Find out for yourself.

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What People Are Saying

Humphrey Armstrong
"Nothing is more practical that a good theory". Kurt Lewin's quote sums up this book and Bob's ability to address the realities of managing people in changing environments. In each chapter he demonstrates a rare gift of being able to translate conceptual frameworks into practical processes and actions which managers can build into their daily work routines. The rich array of case studies, many drawn from Bob's own experience as a line manager, add colour and weight to this comprehensive 'must read' user's guide for new and not so new managers."--(Humphrey Armstrong, Organisational Psychologist, Lifelong Learning Systems, Sydney, Australia)
Martin P. J. John
"Intuitive, informative, and insightful discussions of what to do (and what not) when you become the boss. As I read, I was reminded of how important it is to understand the dynamics when managing your team, your boss, your peers and last but not least, yourself. This book is packed with excellent advice. It's an invaluable resource for those about to join the league of managers. Actually, it's an invaluable resource for everyone in management."--(Martin P. J. John, Pigments & Additives Division, Head of Marketing & Sales Support, Clariant International Ltd, Switzerland)
Maria José Campos
"A fabulous book! Whatever the industry or profession, this book is invaluable to the new manager. Working in a foreign country tasked with capacity building is challenging and it's not always easy to focus on the training and transfer of skills and knowledge. This book has made me realise the importance of empowering people and provided me with useful insights on motivating those I supervise and work with. Structured according to the reader's learning style, this book engages the reader and covers relevant topics in an easy to read format."--(Maria José Campos, Senior Legal Officer, Timor Sea Designated Authority, Dili, Timor)
Luciano Almeida de Jesus
"I have been working with Bob for some time now and his advice has always been insightful, practical and effective. His book is just as good! I wish I had a copy of it when I first became a manager 10 years ago. I would have done much better in many areas. Get a copy and keep it close to you in the office. It will be one of your best investments, ever."--(Luciano Almeida de Jesus, Head of Risk Management & Performance Measurement, ING Investment Management Europe, The Hague, The Netherlands)
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Product Details

  • ISBN-13: 9781432714284
  • Publisher: Outskirts Press, Inc.
  • Publication date: 11/15/2007
  • Pages: 288
  • Sales rank: 683,400
  • Product dimensions: 6.00 (w) x 9.00 (h) x 0.65 (d)

Meet the Author

Bob Selden survived his first new manager's role in banking to eventually develop into a senior manager responsible for the career development of hundreds of other managers. During this growing process, and later as an organisational development consultant, trainer and coach, Bob learnt what works and what doesn't work when managing others. "What To Do When You Become The Boss" is the result of this learning which he is very pleased to pass on to help other new managers during their initial growth spurt.

Bob consults to many organisations internationally, particularly in the area of management development. He currently coaches at the International Institute for Management Development in Lausanne, Switzerland and the Australian Graduate School of Management, Sydney, Australia.
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Table of Contents

Part 1: Leading and Managing
So, now you're in charge of other people. Where do you start?
Chapter 1: Are you a leader or manager?
Chapter 2: What does it take to be an effective manager?

Part 2: Managing Your Team
They've given you a team. Now what do you do?
Chapter 3: Team Work
Chapter 4: How to select the right person for the job
Chapter 5: How to set performance standards for your people
Chapter 6: How to motivate others
Chapter 7: How to give feedback - positive and negative
Chapter 8: Coaching; How to help your people take commitment for their own development
Chapter 9: How to manage the appraisal process
Chapter 10: If you have to, how to fire someone

Part 3: Managing Upwards and Sideways
How do you get things done when you have no formal control?
Chapter 11: How to influence others
Chapter 12: How to manage your boss
Chapter 13: How to select your new boss

Part 4: Managing Your Meetings
One-on-one is ok, but how do you influence people in groups?
Chapter 14: Group and team decision making
Chapter 15: How to get the best out of your meetings

Part 5: Managing Yourself
How do you get the best out of yourself?
Chapter 16: How to manage yourself
Chapter 17: How to delegate
Chapter 18: How to become more productive
Chapter 19: How to manage your email
Chapter 20: Five of the worst mistakes new managers make and how to avoid them
Chapter 21: How to develop yourself to your full potential
Chapter 22: How to develop your image, your persona
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Sort by: Showing 1 Customer Reviews
  • Posted March 12, 2009

    Practical, down to earth and a book you will use

    This is one of the few management books that you can actually use and that gets taken off the shelf more than once. What makes it stand out is that it's not just a book of theory, it's full of practical steps and guidelines that means that you can actually start to do things.

    Bob's writing style is down to earth, humorous and very user friendly. I am now recommending this book to my clients, even those who have been managers and leaders for many years. As Dennis Pratt says in the foreword, it is the type of book that is entirely `dip-in-able' with ideas and suggestions in a huge range of areas.

    OK, so now for the disclaimer. I know Bob. He and I have worked together for many years, so of course I am going to like his book. However, before I get accused of sycophancy, what I can also tell you is that I have seen these tools used in the real world with a huge range of organisations and people. The bottom line is, they work! They have been tried and tested for many years and they actually deliver results.

    What is possibly concerning to some people is that at times they can appear to be too simple. Surely we need to have more complex and difficult tools to use? As most people know, it's relatively easy to design something complex, however designing something simple that works--now that takes time and this is precisely what readers get in this book. The other problem with `complicated and difficult' is that the more difficult and complicated it is, the less likely it is to get done, let alone succeed.

    I would highly recommend this book to new and not so new managers to keep on their desk because they are going to find they dip into it a lot!

    Was this review helpful? Yes  No   Report this review
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