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What to Do When You Become the Boss: How New Managers Become Successful Managers Hardcover – November 15, 2007
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Makes a useful addition to a new manager's library - don't keep it on your desk. The first rule of management may well be "don't let others know that you're not sure about what you're doing" Australian Financial Review, Boss Magazine
Not written in standard management speak. It should be assigned reading for anyone in business school or for those who work within a large corporation. I strongly recommend this book - you and your career will thank me. Greatnewbooks.org
Bookshelves are crammed with non-academic "how to" guides for new and aspiring managers. What distinguishes this book from all the others? Selden's guide for new managers deserves attention for all the right reasons. Journal of Pacific Rim Psychology
Bob's book enables managers to access his many years of experience and accumulated wisdom and put it to good use straightaway. Rich with case studies, warnings, distilled knowledge and common sense, this book is an essential aide to anyone venturing into this territory for the first time. There is no other book like it! G. Michelli Management Coach
From the Publisher
"What To Do When You Become The Boss" is a very practical "how to" for new managers. In fact it's probably a must read for all managers, not just new ones, as the topics include most, if not all aspects of management (including an interesting chapter on "How to select your new boss").
Whilst it's written specifically for new managers, the "How to implement the ideas in this chapter" sections at the end of each chapter, can be:
* adapted for use by trainers and consultants to use with a wide variety of people development activities.
* used by managers of managers as an ideal way of training and coaching their new manager
Chapters 1 & 2 would make excellent pre-reading for any management development program. For example, the Australian Graduate School of Management in Sydney will be using the book as pre-reading for some of their external development programs.
Strongly recommended for all new managers, managers of managers and training consultants involved in the development of people skills.
More About the Author
As an author on management, I have not only studied the subject, but have lived the role. I survived my first new manager's role in banking to eventually develop into a senior manager responsible for the career development of hundreds of other managers. During this growing process, and later as an organisational development consultant, trainer and coach, I learnt what works and what doesn't work when managing others. So, I've recently published a new book "What To Do When You Become The Boss" which is a result of this learning. My determination is to help other new managers during their initial growth spurt.
I'm an Australian currently living in Liestal, Switzerland. As well as consulting to various organisations on five continents, I coach on the Mobilizing People program at the International Institute for Management Development in Lausanne, Switzerland. I also facilitate on programs such as the Middle Manager Development program at the Australian Graduate School of Management in Sydney, Australia.
I'm married with three children. I'm a keen cyclist and love getting out and about in the hills of Switzerland.
I'd like to challenge some of your thinking on leadership and management development and would appreciate your feedback - please contact me at www.nationallearning.com.au or www.whenyoubecometheboss.com
My book "What To Do When You Become The Boss" was a finalist in the INDIE Book Awards of 2008. Recently, Business Executive Magazine described it as "One of the best books on management that we have seen in a long time."
I look forward to your comments, reviews and questions.
Top Customer Reviews
As mentioned before, the introduction of this book includes a self- assessment test that is intended to help the manager find which of four categories- Activist, Reflector, Theorist, or Pragmatist- his/her style of learning/managing matches most closely. Once the personal style is known, the reader is prepared to read and learn. To help make the book more useful to readers and to help managers concentrate on the material with the greatest relevance, there are directions (starting in Part 2) that recommend turning directly to a particular chapter, based on which of the four styles the reader fits. By following these directions, a manager can bypass the less relevant information and proceed to the material that pertains specifically to them.
Even though I fit the definition of a pragmatist, I decided to read the entire book to see what it had to offer and discover how it could help me as a manager.Read more ›
Selden opens his work with a way for the reader to determine their best methods of study. I found myself to be equal parts Activist and Protagonist and followed the direction of study as indicated, which means I skipped over a few parts here and there. In time, I will probably read the entire text.
Throughout the text, Seldon varies his approach, recognizing the differences in management styles. This is a refreshing variation from the normal "one size fits all" we find in so many management and leadership books. I guess the thing that impressed me the most with this book is the amount of fresh ideas.
Don't get me wrong. You will find a few things you've heard before in one way or another, but you'll also find ideas that will definitely make you alter your approach. Overall, a good book for any level of management. Easy to comprehend and covers a lot of territory.
This book starts off explaining the difference between being a leader and a being a manager. I'm not sure it was necessary to devote two chapters to adequately explain the difference. The book is about managing - not about leading. Then we are told about the ins and outs of managing a team or subordinates. We hear about how to motivate, critique, coach, and unload or fire people. For me, this was the best part of the book.
I think I would have liked the book better if Part V (Managing Yourself) had started the book off followed by Part II (Managing Your Team). I would have merged Part IV (Managing Your Meetings) into the Managing Your Team section because you have to have meetings if your are managing a team. And Part III would have concluded the book. In my humble opinion, Part I (Leading and Managing) could be eliminated. Or it could be included as an appendix.
I would have liked the book better if the Introduction had actually introduced me to the book instead of discussing "learning styles." Generally, I like to read a book my way. I don't like to be told how to read a book. And I don't like to categorize myself, i.e., activist, reflector, theorist, or pragmatist. In fact, I am all of these depending on the mood I find myself.Read more ›
I admit that I would find it very hard to jump around - I wanted to start from the beginning and read through chapter by chapter. But maybe that's just an indication of my personal style. Maybe someone else would really enjoy the chapter leaping :)
Bob says that you need to balance leading, managing and operating. Leaders don't just "happen" - they need to be *chosen*. I.e. if your followers are unwilling to follow you, then you really aren't a leader. A leader needs to help his followers understand their tasks, provide direction provide belief in what they're doing and help enable them. Bob also comments that leading is path finding, while managing is path minding.
Bob talks about these generalities - but he also gets down to specifics as well to help you in each area. He recommends you find concrete, specific things to praise your employees for - they appreciate this much more than one might imagine. Also, when discussing problems, avoid the word "but". Also avoid the word "you". Phrase things with "I" - such as "I was disappointed in the quarterly report, and I think together we can find a way to improve this." Always discuss the ACTION that needs to be fixed - not the person.Read more ›
Most Recent Customer Reviews
This is a good basic book to help a person understand some of the problems of being the boss. A lot of people want to be a boss without having any idea what the position really... Read morePublished 23 months ago by Marty E.
I run a very small architectural practice in regional NSW Australia. This book has been a fantastic tool assisting me in improving my business and the systems I use. Read morePublished on September 24, 2013 by Amazon Customer
I'm a relatively new manager for a small (under 20 person) financial services company, and I have been experiencing some challenges with managing others. Read morePublished on October 30, 2011 by M. Liu
Selden's book provides a practical how-to guide for new managers learning to manage their both up (their boss) and down (their employees). Read morePublished on July 13, 2011 by Kaley Klemp
I have found to be the best way to improve is to go back to basics.
Starting at the beginning and learning the basic techniques helps you plug holes in your knowledge and... Read more
Many management books on the market seem to be comprised of techniques and theories which should work, but often don't. Read morePublished on May 24, 2011 by Karl B
I'm a new manager. While this book does provide clear and simple advice on important aspects of being a manager, I really don't like the presentation or the writing. Read morePublished on November 30, 2010 by Daniel Wanner
Oh, I wish Bob had written this book 30 years ago when I first became a manager. I think I eventually became a good manager, but it was trial and error, and every error meant... Read morePublished on October 26, 2010 by Tony C-: