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Becoming a Manager: Mastery of a New Identity

Becoming a Manager: Mastery of a New Identity

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The transition from star performer to skillful manager can be trying for many-even traumatic. The abilities that led to success as a saleperson, for example, are very different from those needed to manage a sales force. New managers must learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. It is a transition many new managers fail to make. In Becoming a Manager, Linda Hill traces the experiencesof nineteen new managers over the course of their first year in a managerial capacity. She reveals the complexity of the transition and analyzes the expectations of the managers, their subordinates, and their superiors. The new managers describe how theyreframed their understanding of their roles and responsibilities, how they learned to build effective work relationships, how they learned to cope with the inevitable stresses of the transformation. Above all, they describe what it was like to take on a new identity.