Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your email address or mobile phone number.
Becoming a Manager: How New Managers Master the Challenges of Leadership Paperback – May 1, 2003
Frequently Bought Together
Customers Who Bought This Item Also Bought
From Library Journal
- Jane M. Kathman, Coll. of St. Benedict Lib., St. Joseph, Minn.
Copyright 1992 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
More About the Author
Hill's consulting and executive education activities have been in the areas of leadership development, talent management, leading change and innovation, implementing global strategies, and managing cross-organizational relationships. She has worked with organizations worldwide, including General Electric, Reed Elsevier, Accenture, Pfizer, IBM, MasterCard, Mitsubishi, Morgan Stanley, the National Bank of Kuwait, AREVA, and the Economist.
Hill is the coauthor, with Kent Lineback, of Being the Boss: The 3 Imperatives for Becoming a Great Leader, which the Wall Street Journal named one of "Five Best Business Books to Read for Your Career in 2011." Hill is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition), as well as course modules, award-winning multimedia management development programs, and numerous HBR articles. In 2013 she was named by Thinkers50 as one of the top ten management thinkers in the world.
Hill is currently a member of the boards of State Street Corporation, Eaton Corporation, and Harvard Business Publishing. She is a trustee of The Bridgespan Group and the Art Center College of Design, an advisor for the Nelson Mandela Children's Fund USA, and a special representative to the Board of Trustees of Bryn Mawr College. She is also on the advisory board of the Aspen Institute Business and Society Program.
Hill holds a PhD in behavioral sciences and an MA in educational psychology, both from the University of Chicago. She received a BA summa cum laude in psychology from Bryn Mawr College.
Top Customer Reviews
The value of this book -- to me -- was not that it revealed anything new (most managers would instinctively know what the issues are when working with a team). What it did for me was to give me assurance that the trials and tribulations that I've gone through (some of which are daily occurances) are normal. That told me that I AM NOT ALONE! -- for management is a lonely business.
This book took me sometime to finish (440 over pages) but a very readable book. Not overly academic. I particularly liked the section on "Is Management Really for Me?".
It's very well written, even humorous at times, and details the actual statements and insights of these new managers. What an absolutely accurate sanity check!!! These folks really let their hair down and were completely honest about their experiences.
Not only did I dog-ear and underline my book all over the place, I wouldn't hesitate to buy this book for a friend or close colleague who is considering or transitioning to management. It's like being in a roomful of other new/fairly new managers and getting honest feedback on the ups-and-downs, the highlights, and the things you would love to have known before accepting the management position!!
Linda Hill's analysis in the final chapters is the icing on the cake. Based on this study, she offers extremely valuable insights into how corporations need to support and train new managers, and suggests things that potential and new managers need to be aware of and prepare for.
The original edition is based on interviews with 19 new managers and their thoughts on becoming a manager. As such, it was an interesting, but somewhat hard going (sentences and paragraphs are wordy), read. Although the 19 managers are all from customer service or sales, their stories translate well to other professions.
This latest edition adds chapters on Exercising Influence Without Formal Authority, Building an Effective Team, and Learning For A Lifetime. I found the chapter on teams a little light in it's description of process management. However, it's these chapters and in particular the one on influence, that makes this book much more useful for the new manager than the first edition. Every manager should use Hill's description of sources of personal and positional power to improve their influencing.
By Hill's own admission, she has become far more prescriptive in the latest edition and this is a real benefit for readers. For instance, in the most recent chapters, Hill asks questions that will enable the manager to apply the key concepts being covered. But, these "how to"s are hard to find.
If you are a big picture person, or someone who likes to get plenty of "how to" action type suggestions, then this book is not for you. However, if you are someone who always wants to know the reason "why?" something works or doesn't work, you will enjoy this book.
Bob Selden, author of What To Do When You Become The Boss: How new managers become successful managers
1) 80% of the time people reach out to you as their manager is for a 'negative' reason. Do not be a Prima Donna and let it effect your outside reaction. Be like a duck, calm and serene on outside and paddle like hell underneath.
2) Learning is a two-way street. Your manager also learns from you. Exchanging candid feedback is like a protected left turn, however, where your manager always has prerogative.
3) First line manager has significant higher number of pulls - one from upper chain of management, another from multiple personalities who are deeply embedded into delivery.
4) Managing people is often being able to deal with 'half-truths'.
5) When top individual performers become manager, it is often 'heap reversal'. Organization takes a superstar from the top of the heap, and puts her at the bottom of another. This indeed causes the big surprise.
6) Never manage out of fear.
7) Delegation is one of the toughest part to figure out. The rope extended could be too high, where people feel left out and on their own; or too low where managed feel trampled by micro-decisions. 'Supportive Autonomy' - to work as coach where needed is one good model to tune the delegation.
8) Successful career in management is like climbing a ladder - skipped rungs almost always create a safety hazard.
9) Formal authority is a limited source of power.Read more ›
Most Recent Customer Reviews
This book is incredibly enlightening. I'm a new manager, only been in my role 18 months and everything in this book I wish I knew when I started. Read morePublished 7 months ago by Kim H
Best book for 1st time managers! If I had known about this book when I got my promotion it would've saved me making so many mistakes one get itself into easily during the 1st... Read morePublished 9 months ago by Christian Chahin
Helpful to get the wheels turning for those starting a new management job. A very academic approach to the topic, but the research is practical and the insights are real. Read morePublished 15 months ago by D. Parker
A excellent book for readers that want to learn how to proceed as managers.Published 17 months ago by Anderson
I read the book 6 months into a team management role, and experienced in real life a lot of the situations presented in the book. Read morePublished on November 24, 2012 by Vasant
Eye opening book showing potential blocks and insights to new managers. Insights to some things you may not expect. A good read for anyone aspiring or new to management.Published on October 30, 2011 by Jay Benoit
You know the story about the little who walks into a room full of poop and exclaims there must a pony in here somewhere... Read morePublished on April 21, 2011 by Concept Hub
Contrary to prior reviews, I find this book a very easy read. The main reason is the immense amount of real-world quotations from the 19 managers being interviewed and tracked over... Read morePublished on March 22, 2011 by Johan Sulaiman
I bought this book immediately following finals last semester and got an AMAZING deal on this book!! Not a single pen or pencil mark, scratch, tear, or highlight!! Read morePublished on January 9, 2011 by Bryce M. Mitchell