Being the Boss - HBS Working Knowledge - Harvard Business SchoolBelow are the available bulk discount rates for each individual item when you purchase a certain amount. Publication Date: January 01, This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time.
Soft Skills - First Time Managers
Hill wrote the first edition of her book Becoming a Manager , detailing the experiences of several first-year supervisors who were making the daunting transition from star performer to novice boss. Since then, she has found that the now-classic book is popular not just among newbies but also among leaders with decades of experience. Many of them are not fulfilling their potential.
Critical Resources for the First Year: Managing the Transition to Management
The transformation from individual contributor to manager is full of challenges. New managers must learn new interpersonal skills, reconcile their own expectations with those of their subordinates and superiors, and manage the stresses of taking on their new identity as managers. How do they do it? Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. In this chapter, we hear from the managers in their own words about the resources they relied upon to help them cope with and master the challenges of the managerial transformation, including their career experience, network of relationships, and formal training.
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.
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How New Managers Master the Challenges of Leadership
The earliest test of leadership comes with that first assignment to manage others. Most new managers initially fail this test because of a set of common misconceptions about what it means to be in charge. Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. For a decade and a half, the author has studied people—particularly star performers—making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time.