Binding: Paperback Dewey Decimal Number: 658.409 EAN: 9781591391821 ISBN: 1591391822 Label: Harvard Business School Press Manufacturer: Harvard Business School Press Number Of Items: 1 Number Of Pages: 448 Publication Date: May 01, 2003 Publisher: Harvard Business School Press Sales Rank: 128574 Studio: Harvard Business School Press
Second Edition, Expanded to Include Fresh Insights and Practical Tools For New and Experienced Managers
No book has captured the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic Becoming a Manager. In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation-in essence, how they were able to take on new identities. Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers. In a new epilogue, she explores what organizations can do to help managers in their journey to lead and learn.
Customer Reviews
Average Rating:
Rating: - A mixed bag
This is the second edition of Becoming a Manager and although only three chapters have been added, their impact is considerable.
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.
Rating: - Good - Only for sales and Financial Managers
The book is well written but lacks in breadth of manager case studies. So much of the book is written toward financial institution managers that it has little applicability to managerial positions in manufacturing, engineering, or other disciplines that don't involve motivating people to meet their sales quotas.
Rating: - Insightful Book
I found this book insightful and validating. I transitioned from being a healthcare professional to a manager of a clinic. Despite the difference in practice areas between this book and my own career (sales vs. healthcare), I still found the findings in the book to be important. Whether you're transitioning to manager from a position of top performer in terms of money or in terms of some other measure of achievement (such as quality of patient care or number of new innovations, for example), the lessons ... Read More
Rating: - A must-read for managers (new or old)
I highly recommend this to anyone involved in "management", particularly where you have to lead people.
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.
Read More
Rating: - An absolute must read!
Anyone interested in management or professional development should read this book. I can't tell you how many times I wondered why steller sales people made such terrible managers. Other valuable topics such as working with your peers, managing your Manager and Leadership are also addressed.
Even if you are already a Manager, this book is definately and eye opener.
- A mixed bag
- Good - Only for sales and Financial Managers 
- Insightful Book
