The transition from star performer to a competent manager can be trying for many--even traumatic. The skills that led to success as a salesperson, for example, are very different from those needed to manage a sales force. New managers must learn how to lead others, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many new managers fail to make. In BECOMING A MANAGER, Linda Hill traces the experiences of 19 new managers over the course of their first year in a managerial capacity. Through personal interviews she reveals the complexity of the process and examines the expectations of the managers, their subordinates, and their superiors. In their own words the managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships with subordinates, how and when they used individual and organizational resources, and how they learned to cope with the stresses and emotions of the transformation. Above all, they describe what it meant to take on a new identity. Two themes emerge from this fascinating book. First, the transition from individual contributor to manager represented a profound psychological adjustment--a transformation--as the managers tried to contend with their new responsibilities. Second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become an effective business leader. The human and financial costs associated with the transition to manager can be considerable. Descriptions of bad judgment, burnout, and incompetence abound in these pages. But there are steps companies can take to improve the odds for first-time managers. Linda Hill gives concrete, practical suggestions that any company can use to help managers survive their first year and become effective contributors to the organization. BECOMING A MANAGER provides valuable insight into the challenges that new managers face. It is must reading for human resource professionals and others responsible for management development, as well as for the manager struggling to make the difficult transition to a new identity.

Becoming a Manager: Mastery of a New Identity

Business & Money

Hill, Linda A.

Management & Leadership

Harvard Business School Pr

Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may helpbut there’s only one way to ensure sustained innovation: you need to lead itand with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the collective genius” of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and againan environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.

Collective Genius: The Art and Practice of Leading Innovation

Lineback, Kent

Brandeau, Greg

Truelove, Emily

Harvard Business Review Press

New managers must 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. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders.

Becoming a Manager

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

Being the Boss: The 3 Imperatives for Becoming a Great Leader

Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help - but there's only one way to ensure sustained innovation: You need to lead it - and with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a "good" leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the "collective genius" of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don't create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again - an environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.

Audible Studios on Brilliance Audio

New managers must 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. It is a transition many fail to make. This book traces the experiences of nineteen new managers over the course of their first year in a managerial capacity. Reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. New managers describe how they reframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how and when they used individual and organizational resources, and how they learned to cope with the inevitable stresses of the transformation. They describe what it was like to take on a new identity. Two themes emerge: first the transition from individual contributor to manager is a profound psychological adjustment--a transformation; second, the process of becoming a manager is primarily one of learning from experience. Through trial and error, observation and interpretation, the new managers learned what it took to become effective business leaders.

Becoming a Manager: How New Managers Master the Challenges of Leadership

Business Culture

HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) (HBR's 10 Must Reads)

Develop the mindset and presence to successfully manage others for the first time.
If you read nothing else on becoming a new manager, read these 10 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.
This book will inspire you to:
<ul>
<li>Develop your emotional intelligence</li>
<li>Influence your colleagues through the science of persuasion</li>
<li>Assess your team and enhance its performance</li>
<li>Network effectively to achieve business goals and for personal advancement</li>
<li>Navigate relationships with employees, bosses, and peers</li>
<li>Get support from above</li>
<li>View the big picture in your decision making</li>
<li>Balance your team’s work and personal life in a high-intensity workplace</li>
</ul>
This collection of articles includes “Becoming the Boss,” by Linda A. Hill; “Leading the Team You Inherit,” by Michael D. Watkins; “Saving Your Rookie Managers from Themselves,” by Carol A. Walker; “Managing the High-Intensity Workplace,” by Erin Reid and Lakshmi Ramarajan; “Harnessing the Science of Persuasion,” Robert B. Cialdini; “What Makes a Leader?” by Daniel Goleman; “The Authenticity Paradox,” by Herminia Ibarra; “Managing Your Boss,” by John J. Gabarro and John P. Kotter; “How Leaders Create and Use Networks,” by Herminia Ibarra and Mark Lee Hunter; “Management Time: Who’s Got the Monkey?” by William Oncken, Jr., and Donald L. Wass; and BONUS ARTICLE: “How Managers Become Leaders,” by Michael D. Watkins.

Review, Harvard Business

Cialdini, Robert B.

Ibarra, Herminia

GOLEMAN, DANIEL

Influence and Persuasion (HBR Emotional Intelligence Series)

Changing hearts is an important part of changing minds. Research shows that appealing to human emotion can help you make your case and build your authority as a leader.
This book highlights that research and shows you how to act on it, presenting both comprehensive frameworks for developing influence and small, simple tactics you can use to convince others every day.
This volume includes the work of:
<ul>
<li>Nick Morgan</li>
<li>Robert Cialdini</li>
<li>Linda A. Hill</li>
<li>Nancy Duarte</li>
</ul>
This collection of articles includes "Understand the Four Components of Influence," by Nick Morgan; "Harnessing the Science of Persuasion," by Robert Cialdini; "Three Things Managers Should Be Doing Every Day," by Linda A. Hill and Kent Lineback; "Learning Charisma," by John Antonakis, Marika Fenley, and Sue Liechti; "To Win People Over, Speak to Their Wants and Needs," by Nancy Duarte; "Storytelling That Moves People," an interview with Robert McKee by Bronwyn Fryer; "The Surprising Persuasiveness of a Sticky Note," by Kevin Hogan; and "When to Sell with Facts and Figures, and When to Appeal to Emotions," by Michael D. Harris.
How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Morgan, Nick

DUARTE, NANCY

See the best price to sell, buy, or rent books by Hill, Linda A.. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Hill, Linda A.

See the best price to sell, buy, or rent books by Hill, Linda A.. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Becoming a Manager: Mastery of a New Identity

Collective Genius: The Art and Practice of Leading Innovation

Becoming a Manager

Being the Boss: The 3 Imperatives for Becoming a Great Leader

Collective Genius: The Art and Practice of Leading Innovation

Becoming a Manager: How New Managers Master the Challenges of Leadership

Being the Boss: The 3 Imperatives for Becoming a Great Leader

HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) (HBR's 10 Must Reads)

Influence and Persuasion (HBR Emotional Intelligence Series)

HBR's 10 Must Reads for New Managers (with bonus article “How Managers Become Leaders” by Michael D. Watkins) (HBR's 10 Must Reads)