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Highlights
- Making the leap to management and leadershipIn your career, or anyone's, 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.
- About the Author: Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School, the faculty chair of the Leadership Initiative, and coauthor of Being the Boss: The 3 Imperatives for Becoming a Great Leader (with Kent Lineback) as well as Collective Genius: The Art and Practice of Leading Innovation (with Greg Brandeau, Emily Truelove, and Kent Lineback).
- 448 Pages
- Business + Money Management, Personal Success
Description
About the Book
In your career, or anyone's, there is one transition that stands out as the most crucial--going from individual performer 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, essential book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of the managers, their subordinates, and their superiors. We hear the 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 leadership. Hill shows that becoming a manager is a profound psychological adjustment--a true transformation--as well as a process of learning from experience. And she also offers concrete advice on dealing effectively with organizational politics, developing and leading diverse teams, and how managers can prepare themselves to lead over the course of their careers. No book has captured what it takes to make the crucial transition to leadership at work better than Becoming a Manager.--Book Synopsis
Making the leap to management and leadership
In your career, or anyone's, 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 nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of these managers, their subordinates, and their superiors. We hear the new managers describe:
- How they reframed their understanding of their roles and responsibilities
- How they learned to build effective cross-functional work relationships
- How and when they used individual and organizational resources
- And how they learned to cope with the inevitable stresses of leadership
Hill vividly shows that becoming a manager is a profound psychological adjustment--a true transformation--as well as a continuous process of learning from experience.
Becoming a Manager, a veritable treasury of essential leadership wisdom, is a book you will turn to again and again no matter where you are on your career journey.
Review Quotes
"This book should be 'must reading' for newly promoted managers." --Edgar H. Schein, MIT Sloan School of Management
"Becoming a Manager contains crucial insights for both new and experienced managers and is also an invaluable resource for those who manage managers." -- Ellen Kamp, former Executive Director, Learning and Development, Morgan Stanley
". . . a fascinating inside look at the journey from individual contributor to manager. Capturing the challenge and the fear, the mistakes and the victories, this book will give new managers a crucial perspective on their experience." --Morgan McCall, Marshall School of Business, University of Southern California
About the Author
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School, the faculty chair of the Leadership Initiative, and coauthor of Being the Boss: The 3 Imperatives for Becoming a Great Leader (with Kent Lineback) as well as Collective Genius: The Art and Practice of Leading Innovation (with Greg Brandeau, Emily Truelove, and Kent Lineback).
Author social media/website info: hbs.edu/faculty/Pages/profile.aspx?facId=6479; linkedin.com/in/linda-hill-52a661