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. 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.
YOU'RE THE BOSS.... NOW WHAT! GET THE MOST OUT OF YOUR EMPLOYEES WITH THESE 3 INDISPENSIBLE GUIDES. One of the biggest challenges for new managers is how to get the best out of each of their team members so they achieve superior results - and make you, the new manager, look good!
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don’t set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
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.
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. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
"Really learned a few Things.."
Just because someone gets promoted, it doesn't mean they've "made it", They still have to maintain a standard of excellence in a new job with new stakes. It's not as easy to move up in a company as people think. There is a learning curve, even learning to delegate former responsibilities. Linda Hill gives us a few strategies for how to handle the new promotion or just be more understanding of the newly promoted manager.
The key questions you must be able to answer if you want to keep growing as a leader.
Douglas A. Ready of the London Business School, Jay A. Conger of Claremont McKenna College, and Linda A. Hill of the Harvard Business School, explain how you can be the up-and-comer corporate leaders are looking for.
“When are we supposed to do all that?” That’s the question we constantly get from new managers, only weeks or months into their new positions, when we describe the three key activities they should be focusing on to be successful as leaders: building trust, building a team, and building a broader network.
New research shows how to attract and retain the best employees in developing countries.