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Exercising Authority: The Interpersonal Challenges Facing New Managers
Hill, Linda A.Book Chapter HBS-5592BC-EManaging people is a delicate art. When star performers are promoted to management roles, few are prepared for the interpersonal challenges of the job. Effectively exercising their newly-acquired authority means learning how to establish credibility, build commitment among subordinates, and lead the group. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. This chapter joi...Starting at €8.20
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Managing Subordinates' Performance: The Interpersonal Challenges Facing New Managers
Hill, Linda A.Book Chapter HBS-5593BC-EManaging people is a delicate art, and the skills necessary to manage subordinates' performance don't come easily to new managers. There are many interpersonal challenges that you'll need to be prepared to deal with in your new role. For instance: How do you manage a subordinate who has more experience than you do? How should you approach rewards and discipline? How do you manage someone whose performance is sub-par? How can you delegate effectiv...Starting at €8.20
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Gaining Self-Knowledge: The Core of Becoming a Manager
Hill, Linda A.Book Chapter HBS-5598BC-EWhen you accept a promotion from individual contributor to manager you are making a profound career choice. Becoming a manager not only comes with changes to your job responsibilities; when you accept a managerial role, you are making a commitment to form a new professional and personal identity, oriented toward managing people rather than tasks. Inevitably, big questions emerge: "Will I like management?" "Will I be a good manager?" And after som...Starting at €8.20
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Unlocking the Slices of Genius in Your Organization: Leading for Innovation
Hill, Linda A.; Travaglini, Maurizio; Brandeau, Greg; Stecker, EmilyBook Chapter HBS-6161BC-ELeadership and People ManagementTo be fit for the future, organizations must be able to innovate boldly and speedily-beyond even their own customers' imaginations. But until we reframe our understanding of what innovation and leadership are all about, innovation will remain an elusive goal in many companies. The authors of this chapter provide insights on leaders of teams or organizations that have produced breakthrough innovations more than once, as well as on leaders who have...Starting at €8.20
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Easing the Transformation: Refocusing Management Development and Preparing New Managers for Success
Hill, Linda A.Book Chapter HBS-5601BC-EAfter following nineteen new managers through their first year, gathering data about their managerial transition, author Linda A. Hill concluded that becoming a manager requires a profound psychological transformation and that the process is largely one of learning from experience. What are the implications of these findings for management development? How can we prepare new managers to succeed? In this chapter, Hill recommends ways to refocus ef...Starting at €8.20
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Critical Resources for the First Year: Managing the Transition to Management
Hill, Linda A.Book Chapter HBS-5600BC-EThe 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...Starting at €8.20
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Building an Effective Team: How New Managers Can Rise to the Challenge of Team Management
Hill, Linda A.Book Chapter HBS-5607BC-EDue to advances in technology and the move toward globalization, new managers must step into roles involving increasing complexity and interdependence. The capacity to employ collaborative effort--coordination across individuals, activities, or functions so that performance of the whole is greater than the sum of the parts--is one of the toughest managerial skills to acquire. New managers generally recognize their responsibility to build effectiv...Starting at €8.20
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Moving Toward a Managerial Identity: Learning What It Means to Be a Manager
Hill, Linda A.Book Chapter HBS-5591BC-EIn the first six months, new managers must confront the challenge of reconciling their expectations of the job with the realities of managerial work and with the expectations of their subordinates. The next challenge they face is accepting full accountability for the performance of their units and stepping more fully into their role as manager. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the ...Starting at €8.20
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Reconciling Expectations: The Unexpected Challenges of Transitioning from Individual Contributor to Manager
Hill, Linda A.Book Chapter HBS-5590BC-EWhen a new manager steps into their role, initial expectations about the job and the tasks associated with managing fall quickly by the wayside. Most new managers must go through a period of unlearning what it means to be an individual contributor before they can fully step into the role of manager. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. In this chapter, she fo...Starting at €8.20
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Coping with the Stresses and Emotions: Becoming a New Manager Isn't Easy
Hill, Linda A.Book Chapter HBS-5599BC-EBy necessity, new managers must work hard on themselves as they adapt to the challenges of managerial work and their new network of relationships. The move to management requires numerous changes: in the way you present yourself, in the way others treat you, and in the way you interact with new sets of people. Stress and other turbulent emotions are inevitable, and learning to deal with stresses and emotions may be as important to your career's s...Starting at €8.20