People, Performance, and Succeeding as a Manager (HBR Work Smart Series)
Description
Be the boss people want to work for.
Being a manager is no easy task. You must set and meet team goals that match business objectives while also ensuring growth and development opportunities for your people. You have to be the voice of authority and a key decision-maker while simultaneously giving your employees autonomy and flexibility. How do you navigate these tensions?
People, Performance, and Succeeding as a Manager is filled with practical advice from HBR experts that can help you answer that and other questions, such as:
- Is being a manager right for me?
- What qualities should a boss have?
- How do I build trust with my team?
- What is the best way to deliver constructive feedback?
- How do I motivate my employees?
- Are there common mistakes I should be avoiding?
This book will help you figure out what kind of manager you want to be so that you can feel comfortable in your role, encourage the success of your people, and grow in your own career.
Rise faster with quick reads, real stories, and expert advice. It's not easy to navigate the world of work when you're exploring who you are and what you want in life. How do you translate your interests, skills, and education into building a career you love? The HBR Work Smart series features the topics that matter to you most in your early career, including being yourself at work, collaborating with (sometimes difficult) colleagues and bosses, managing your mental health, and weighing major job decisions. Each title includes chapter recaps and links to video, audio, and more. The HBR Work Smart series books are your practical guides to stepping into your professional life and moving forward with confidence.
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Persons
Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 12 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on HBR.org, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.
You can find HBR at: hbr.org
Twitter: @HarvardBiz
LinkedIn: linkedin.com/company/harvard-business-review
Facebook: @HBR
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YouTube: youtube.com/user/harvardbusinessreview
Content
- Intro
- Contents
- Introduction
- Part 1: Establishing Yourself as a Leader
- Ch. 1: When Your Employees Have More Experience Than You
- Ch. 2: How to Determine Your Style as a Manager
- Ch. 3: Lessons from a First-Time, First-Generation Manager
- Part 2: Building Relationships and Trust
- Ch. 4: Encouraging Your Team to Be Open with You
- Ch. 5: Five Ways Leaders (Accidentally) Erode Trust
- Ch. 6: When You Can't Be Transparent with Your Team
- Part 3: Setting Team Norms
- Ch. 7: Dear Manager, You're Holding Too Many Meetings
- Ch. 8: Don't Let Poor Communication Slow Down Your Team
- Ch. 9: What to Do When Your Team's Vibe Is Off
- Part 4: Developing Your Employees
- Ch. 10: Do You Know What Motivates Your Team?
- Ch. 11: How to Stop Micromanaging and Start Empowering
- Ch. 12: A Better Way to Develop and Retain Top Talent
- Part 5: Giving Feedback
- Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You
- Ch. 14: Mistakes Managers Make When Giving Feedback
- Ch. 15: Why Employees Need Both Recognition and Appreciation
- Ch. 16: Managing an Underperformer Who Thinks They're Doing Great
- Part 6: Managing Your Well-Being and Growth
- Ch. 17: How Leaders Can Get the Feedback They Need to Grow
- Ch. 18: How Managers Can Make Time for Their Own Development
- Ch. 19: You Don't Have to Put Yourself Last
- Notes
- Index
- About the Contributors
