Customer Reviews

What To Do When You Become The Boss: How new managers become successful managers

5 star:		(28)
4 star:		(17)
3 star:		(3)
2 star:		(1)
1 star:		(0)

 

 

Management books are commonplace and most everyone who works in the managerial realm has read at least one book on the subject. Unfortunately for the inspiration- seeking manager, books that deal with management are often dull and sleep- inducing. But to every rule there is an exception and "What to Do When You Become the Boss" is certainly one of them. This management book is different in many ways from the typical management book, both in organization and in content. Starting with an introduction that includes a self- assessment of management style, What to Do When You Become the Boss is a proactive book from beginning to end. This book's goal isn't to explain theories of management. It focuses instead on taking action; implementing change, improving organization, and formulating a strategy that will help a manager achieve his/her greatest potential.

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. A management book, if it is written correctly, can prove to be a valuable learning tool and it can help tremendously in the daily act of managing people, money, projects, etc. And this book is certainly one of the more helpful I have read on the subject of management. Not only does this book offer some new and different advice on management, it is also very well organized, with case examples; tables; charts; and summaries of the key points in each chapter. The organization makes it easy to thumb through the pages of the book and find the needed advice and the charts and tables help to organize the data further, making the book easy to understand and easy to follow.

What to Do When You Become the Boss is a book about taking charge and working to improve your business, your co- workers, your subordinates, your supervisor, and yourself. This is probably the main quality that sets this book apart from most other management books. Instead of boring the reader to tears with behavioral concepts and management theory, this book moves directly to the action. For example, instead of explaining how Classic Management theory would suggest the proper way to search for the right employee for a position, this book explains exactly what to do, step by step, to maximize the chance of finding exactly the right person for the job. From an analysis of requirements for the position to the implementation of the new employee into the organization, this book offers precise methodologies to help a manager succeed.

Besides the common topics covered in most managerial books, What to Do When You Become the Boss includes a few chapters that set it apart from the usual book. It contains some of the usual material (like ways to motive employees, give effective feedback, etc.) but it also includes a few chapters that offer some advice on topics not discussed very frequently in management books. Examples include the chapters on choosing and managing your boss. Most people don't think of their boss as someone they "manage" or "get to select", but like the book points out, it is very important that a manager's immediate supervisor is someone he/she can trust and someone he/she can go to for advice and assistance when needed. The book recommends examining your future boss starting with the initial interview and he even offers some questions to ask your future boss during the interview process.

Author Bob Selden is a native of Australia, so his writing is a little different from what is usually found in a book written by an American author. For example, it is common to find the letter "s" in place of "z" (like, "organisation" instead of "organization") in some of the words and some of the writing may not be as grammatically user- friendly as some readers would like. Also, some of the advice may not be completely practical to everyone and may require some modification to fit individual needs and requirements. One good example is the chapter about e-mail. The book recommends not getting too wound up on constantly checking e-mail and it suggests not even looking at e-mail until the afternoon. This might very well be good advice, but it isn't always practical to wait until the afternoon to check e-mail for the first time and some companies, in fact, insist e-mail is open and read on a constant basis.

Overall, What to Do When You Become the Boss is a highly effective book on the subject of management and it ranks among the better books I have read on this subject. It is well- written with plenty of good advice and great organization to help the young manager reach his/her greatest potential. It's a handy book that all managers, both new and experienced, can benefit.

As a business coach, WHAT TO DO WHEN YOU BECOME THE BOSS by Bob Selden, is a book I will reference often. I found several really powerful ideas for more effective leadership and management.

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.

I liked this book. It is full of good content, well written, and outlined pretty well. It is definitely a book I would recommend to someone who is going to be responsible for extracting maximum value from his or her subordinates whether they are in a small company or a huge company. I typically read books that can or will make a positive impact on wanta-be entrepreneurs or small business owners, and this book is no different. A small business owner should read this book to help improve his or her skills as a manager.

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. And I think a good manager has to be able to be all of these depending on the project he finds himself overseeing.

What I got from this book is that if you command a talent for people skills, and you have some technical skills, then you will probably do well as a manager. Some people were born with people skills, and others have to struggle to develop them. But one thing is for sure, if you don't have people skills you are going to have a tough time as a manager. Read this book and see how a master of people skills manages successfully. 4 stars!

What To Do when You Become the Boss by Bob Selden is a practical, step by step guide on how to survive the transition from employee to someone others report to. These types of books by their nature often have to make assumptions about your learning style and the situation you're in. Bob really does go above and beyond by trying to have his book meet all needs. To begin with, he has you determine if you are an activist, pragmatist, theorist or reflective learning style. He then gives you a step by step guide on how to "hop chapters" to find the information you most need.

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.

Other specific suggestions really do seem helpful. He suggests setting Outlook to open to the task view - not to email which might distract you from your tasks. He suggests turning off the pop-up reminders of new mail and the associated sounds. That being said, he talks about only checking on mail for a brief time in the afternoon. I would never survive managing my web businesses if I ignored my mail all morning long :)

Finally I did find it a little annoying when he constantly recommends you buy copies of the book for friends and family and discuss the book with them. Talk about viral marketing! If you have the book you've probably already bought one copy. Now he's telling you to go out and triple his sales by yourself? That just seemed wrong to me.

Still, there's a lot of great information in here, and rather than buying a copy for a friend, I'm going to give them MY copy :)

Selden's book provides a practical how-to guide for new managers learning to manage their both up (their boss) and down (their employees). He identifies four styles of management: Activist, Reflector, Theorist, and Pragmatist. Our tools complement Selden's work by providing specific tools for managing drama-filled situations.

- Kaley Klemp & Jim Warner, Authors, "The Drama-Free Office: A Guide to Healthy Collaboration with Your Team, Coworkers, and Boss"

If you are searching for a book to read to help you in your role as a manager, look no farther. Bob Selden has done an excellent job covering all the bases you will need. I have been in management for 15 years and wish this book would have been available for reading and studing before I started as a manager. You will learn that managing is getting things done through people. You will learn how to manage people through the hiring process, setting expectations, motivating, holding then accountable and appraising. Also the difficult task of firing when all else fails. You will also learn how to manage people through delegation and influence to get the most work done. I also enjoyed the end of the book that explained mistakes that new managers make and how to avoid them.
This book is packed with useful information that my review can not begin to cover, buy and read the book, it will be very beneficial.
The forward of the book sums up the books value:
"You usually have to make a mistake before your boss explains how you should have done it. This book tells you how not to make mistakes in all the critical areas of leading and managing". I could not agree more.

Wish I had read this one a long time go. Practical and useful information for the new and not so new manager. Strongly recommended

"What to do when you become the boss" is an outstanding reference book to help new managers, and managers in need of a refresher, to succeed by avoiding the 101 pitfalls that present themselves to the unwary and over-confident manager.

Here is one place, in a well-constructed format and easy-to-read style, managers can tap into the career experience and observations of someone with Bob Selden's background. For some people, when they buy complex gadgets, they prefer to avoid the manual and just "give it a go". That's a high risk strategy when it comes to the complexities of people management. This reference book is an ideal companion to accelerate your learning by having your hand help by someone who has been there.

The book is ideal for new managers, and also for trainers of managers to use as instruction content.

Highly recommended.

I can recommend this book for all new managers and not -so - new-managers.

As a management trainer and coach, I was delighted to find this book as it is an invaluable resource for new managers who are making the transition from specialist to people manager.

It is practical and full of actions and tips that a manager can easily put into practice and achieve immediate improvements in his/her team.

It is based on sound management theory, yet is mercifully free of buzz words, fads and jargon. Terms are clearly defined and the examples and case studies make the topics come alive.

The topics covered are those that typically challenge a new manager: the role of a manager, delegation, time management, teamwork, performance management, managing your boss and many more.

Each chapter contains principles and approaches as well as practical tips and suggested next steps.

Plus the book is structured to suit different learning styles which makes it easy to use.

You can dip into different sections as needed, or read it cover to cover.

I highly recommend this book to managers, trainers and coaches. It is a quality management handbook that will be referred to over and over again.

'What To Do When You Become The Boss: How new managers become successful managers' is for individuals who are new to a management type leadership position and want to learn how they can be more effective, respected leaders. Being a manager or leader in general is not always an easy thing. The ones that are born ones are just like born salespeople, it can't be taught to some people because they just get "it" and they succeed at "it" whatever "it" may be easier than every day folk. For regular people you can learn how to be a better manager and/or leader, and books like this can really help you take a step in the right direction. If you are interested in books to self improve you are ahead of the masses anyhow.

Spread over 250 pages and 20 chapters, you will learn how to treat your employees, manage time and meetings, delegate, and most importantly, PRIORITIZE. The best managers and leaders are the ones that stay cool in the most stressful situations. They hire people they trust to do the jobs that they alone don't have the time to do, and they lay out their goals and objectives instead of just free-flying in the breeze.

If you want to improve your management skills, this is a great guide for improving yourself, something all individuals should focus more on DOING instead of simply dreaming.

**** RECOMMENDED