Being the Boss The 3 Imperatives for Becoming a Great Leader (Audible Audio Edition) Linda A Hill Kent L Lineback Erik Synnestvedt LLC Gildan Media Books
Download As PDF : Being the Boss The 3 Imperatives for Becoming a Great Leader (Audible Audio Edition) Linda A Hill Kent L Lineback Erik Synnestvedt LLC Gildan Media Books
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone.
As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses.
This new book explains how to avoid that fate, by mastering three imperatives
- Manage yourself Learn that management isn't about getting things done yourself. It's about accomplishing things through others.
- Manage a network Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment.
- Manage a team Forge a high-performing "we" out of all the "I"s who report to you.
Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.
Being the Boss The 3 Imperatives for Becoming a Great Leader (Audible Audio Edition) Linda A Hill Kent L Lineback Erik Synnestvedt LLC Gildan Media Books
Sooner or later most managers realize that becoming an effective manager is an enormous challenge and taking a management course is not sufficient preparation, according to Linda Hill and Kent Lineback in this book. Considerable personal change is required for a competent employee to become a skilled manager, and this includes acquiring the necessary skills, knowledge, values, outlook, self-knowledge, judgment and emotional competence.A manager is responsible for the performance of a group of people, and this means the manager must influence not only what they do, but also the thoughts and feelings that drive their actions. There are many paradoxes in what managers must do, including:
* You are responsible for what others do
* To focus on the work, you must focus on the people doing the work
* You must both develop your people and evaluate them
* You must make your group a cohesive team without losing sight of the individuals on it
* To manage your group, you must manage the larger context beyond your group
* You must do some harm in order to do a greater good
The manager's "3 imperatives" referred to in the title of the book are: manage yourself, manage your network, and manage your team. The bulk of the book is taken up describing ways in which these imperatives can be achieved. The authors help to make their theoretical advice concrete by using part of a fictional case study at the start of each chapter, illustrating a range of problems encountered by a technically competent individual who has recently been promoted to a managerial position.
Two key insights I gleaned from the book were the author's view of the difference between a boss-employee relationship and a friend-friend relationship, and the returns that can be gained by cultivating a network of relationships inside and outside the organization. The boss-employee relationship works best as a cordial, genuinely caring relationship, but the primary goal is to do the work; bosses and direct reports are not equals, and a boss has to evaluate direct reports. While most people appreciate the importance of a network of relationships to personal career success, the authors point out that the success of a manager within an organization depends on securing the right resources for his or her team, and this requires gaining and exercising political power, which is done through relationships.
The book contains a number of self-assessment questions. These types of questions are often assess the reader's vanity more effectively than the reader's ability, but they do provide a helpful list of attributes that a manager needs to work on. New managers will find this book a great help when navigating unfamiliar territory, and even well-seasoned managers will find plenty of useful insights for their continuing leadership journey.
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Being the Boss The 3 Imperatives for Becoming a Great Leader (Audible Audio Edition) Linda A Hill Kent L Lineback Erik Synnestvedt LLC Gildan Media Books Reviews
A wonderful book which was very helpful and user friendly in explaining the challenges that everyone faces in the workplace today - "Being the Boss" is written in a clear and concise manner so that you have a blueprint on how to understand your management style, and what you can do to improve it.
The authors pose summary questions at the end of each chapter that recapitulate core issues discussed previously and clarify dilemmas that a manager faces.
The 3 imperatives cited are central to insight of oneself and your team whether in business, the arts or any other workplace.
This book should be required reading for every business school graduate who wishes to be a manager.
Almost done with the book and it has already transformed my Managing style for the better. This book is an eye-opener as well as a great reassurance that you are not alone in the "paradoxes" and struggles you go through as a Manager. Furthermore it is encouraging to find practical remedies for those commonplace struggles. The best part about the book is that it doesn't stop at theory. It asks GREAT questions that readers should really meditate on and apply in real time.
I am a young Manager though I have been Managing people for over 5 years now. I am learning a lot about myself and the organization I am a part of because of this book. I think I will buy it for our entire staff.
Thanks, Linda!
I red a lot of managerial philosophy writings which was insightful and great. However, Being the Boss is one of those outstanding and real to managerial settings. I will highly recommend any manager willing to improve his/her staff to read Being the Boss. The book encompasses all aspects of management. I real admired the starting anecdotes which leads to you problem/solution scenarios.
When I was coming up the ranks we all observed that whenever someone on our team was promoted into management, they changed. At the time we used to joke that they had a 'management lobotomy' as they seemed to no longer care about things that used to matter. It wasn't until I was promoted that I realized the differences when you are a being a manager.
Explaining those differences and how you become an effective manager what Being the Boss is all about.
This is one of those rare books's that takes a serious and comprehensive look at the practices, processes and personal traits required to be an effective manager and leader. It is highly recommended for anyone making the transition to becoming a manager as well as a reference that managers should consult when the going gets tough.
Encourage your HR department to buy every manager a copy, as the book is a virtual MBA level orientation and course on management and leadership. Taking this approach will save your company significant time and money, as this book will help mangers more than most management training out there.
Here is why
Hill and Lineback provide a powerful study of the management from the perspective of showing and telling new managers what they need to know and how to adapt to being a manager rather than a team member.
The book contains a mix of academic discussion and allegory that illustrates the major points. The combination makes for s book that is thick with good advice and accessible explanation that helps managers realize why things are different and how they need to adapt and change their approaches. The book will challenge their thinking without compromising the courage required to become the boss.
Hill and Lineback center their advice on three specific and important tasks facing new managers.
Managing yourself
Managing your network
Managing your team
The book then goes into detail by providing a discussion of the realities associated with the modern organization and how that shapes the way managers build their success. At times the book goes almost into too much depth, becoming akin to an operating manual than a guide for management. Experienced managers will see these discussions as a bit redundant, however careful reading and consideration of these explanations will help even the most experienced manager.
The authors take a very real politick view of management in the modern organization which leads the point out that mangers have to hold their nose and accept the less attractive aspects of managing in a corporate reality. While this is very realistic, it also tells new managers that the system is what it is and they have little chance of changing it.
Being the Boss avoids becoming a dry manual by illustrating it is advice through an ongoing story of Jason Pedersen, a new manager that is being thrown from the frying pan into the fire. The credible story around the management challenges Jason faces not only raised the accessibility of the advice, but also helps you identify with the practices. The authors use the allegory as effectively as Goldratt does in the Goal.
One unexpected bonus in the book is that Jason is working on a technology intensive project making Being the Boss mandatory reading for new IT managers, at least in my opinion.
Overall this is a strong book on a strategic subject. It is unique from the perspective that this is not a study of managers or management, rather it is a hard look at what it means for someone -- you -- to be a manager.
Hill and Lineback show you how managers need to work and explain why they need to work that way. At times you will find the chapters sometimes go down in the weeds, but that is ok as new managers have a lot to learn. I know I did and often still do.
Sooner or later most managers realize that becoming an effective manager is an enormous challenge and taking a management course is not sufficient preparation, according to Linda Hill and Kent Lineback in this book. Considerable personal change is required for a competent employee to become a skilled manager, and this includes acquiring the necessary skills, knowledge, values, outlook, self-knowledge, judgment and emotional competence.
A manager is responsible for the performance of a group of people, and this means the manager must influence not only what they do, but also the thoughts and feelings that drive their actions. There are many paradoxes in what managers must do, including
* You are responsible for what others do
* To focus on the work, you must focus on the people doing the work
* You must both develop your people and evaluate them
* You must make your group a cohesive team without losing sight of the individuals on it
* To manage your group, you must manage the larger context beyond your group
* You must do some harm in order to do a greater good
The manager's "3 imperatives" referred to in the title of the book are manage yourself, manage your network, and manage your team. The bulk of the book is taken up describing ways in which these imperatives can be achieved. The authors help to make their theoretical advice concrete by using part of a fictional case study at the start of each chapter, illustrating a range of problems encountered by a technically competent individual who has recently been promoted to a managerial position.
Two key insights I gleaned from the book were the author's view of the difference between a boss-employee relationship and a friend-friend relationship, and the returns that can be gained by cultivating a network of relationships inside and outside the organization. The boss-employee relationship works best as a cordial, genuinely caring relationship, but the primary goal is to do the work; bosses and direct reports are not equals, and a boss has to evaluate direct reports. While most people appreciate the importance of a network of relationships to personal career success, the authors point out that the success of a manager within an organization depends on securing the right resources for his or her team, and this requires gaining and exercising political power, which is done through relationships.
The book contains a number of self-assessment questions. These types of questions are often assess the reader's vanity more effectively than the reader's ability, but they do provide a helpful list of attributes that a manager needs to work on. New managers will find this book a great help when navigating unfamiliar territory, and even well-seasoned managers will find plenty of useful insights for their continuing leadership journey.
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