Becoming a Manager

More about the book

In any career, the most critical transition is moving from individual contributor to competent manager. New managers must learn to lead others, build trust, motivate teams, and balance delegation with control. Many struggle with this shift. In this essential work, Harvard Business School professor Linda Hill examines the journeys of nineteen new managers during their first year. She uncovers the complexities of this transition, focusing on the expectations placed on managers by themselves, their teams, and their superiors. The managers share insights on redefining their roles, fostering effective work relationships, utilizing resources, and managing the stresses that come with leadership. Hill emphasizes that becoming a manager requires a significant psychological adjustment and is a process of experiential learning. She provides practical advice on navigating organizational politics, developing diverse teams, and preparing for ongoing leadership challenges. This book offers invaluable insights into making the crucial transition to effective leadership in the workplace.