What is *The First-Time Manager* by Jim McCormick about?

*The First-Time Manager* by Jim McCormick is a practical guide for new managers transitioning into leadership roles. It focuses on shifting from task execution to people management, emphasizing trust-building, team empowerment, and effective delegation. Key topics include hiring, performance reviews, leadership strategies, and navigating organizational change, with actionable advice to avoid common pitfalls.

Who should read *The First-Time Manager*?

This book is ideal for first-time managers, professionals aspiring to leadership roles, or experienced managers seeking a refresher. It’s particularly valuable for those in corporate, real estate, or tech industries, as McCormick’s insights stem from his executive roles and risk-management expertise.

Is *The First-Time Manager* worth reading?

Yes, it’s a bestselling manual praised for its straightforward, jargon-free advice on foundational management skills. However, some critiques note outdated approaches to recruitment and change management. Despite this, it remains a trusted resource for its emphasis on team dynamics and practical frameworks.

What are the key concepts in *The First-Time Manager*?

McCormick highlights trust-building, delegation, and performance management as core concepts. He stresses aligning team goals with organizational objectives, fostering autonomy, and avoiding micromanagement. The book also covers conflict resolution and adapting leadership styles to individual team members.

How does *The First-Time Manager* advise building trust as a new leader?

McCormick recommends transparent communication, consistency, and demonstrating competence. He advises managers to actively listen to team concerns, acknowledge past successes of predecessors, and gradually implement changes to avoid disrupting team morale.

What does the book say about managing team performance?

It outlines steps like setting clear expectations, providing constructive feedback, and conducting fair appraisals. McCormick warns against over-reliance on generic metrics and encourages tailored growth plans. Critics argue the performance review chapter lacks modern tools for dynamic workplaces.

How does *The First-Time Manager* approach delegation?

The book advocates delegating tasks based on employees’ strengths while providing resources and autonomy. McCormick cautions against micromanaging and emphasizes accountability through regular check-ins rather than rigid oversight.

What are criticisms of *The First-Time Manager*?

Some reviewers find its recruitment strategies oversimplified, such as using vague questions to assess attitude. Others note its change management framework lacks actionable steps for complex transitions. Despite this, its foundational advice on leadership remains widely applicable.

초보 팀장이 가장 알고 싶은 80가지 요약

짐 맥코믹

3.82(2822 Reviews)

초보 팀장이 가장 알고 싶은 80가지 요약 개요

7판에 걸쳐 50만 부 이상 판매된 초보 관리자를 위한 궁극의 생존 가이드입니다. 흔히 저지르는 실수를 피하면서 위임, 소통, 팀 빌딩을 마스터하세요. 왜 어떤 신임 관리자는 번창하는 반면 다른 이들은 실패하는지 궁금한 적이 있나요? 40년 전통의 이 경영 고전이 그 차이를 밝혀냅니다.

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다양한 학습 방식으로 초보 팀장이 가장 알고 싶은 80가지 요약 살펴보기

초보 팀장이 가장 알고 싶은 80가지의 같은 아이디어를 담았습니다. 나에게 맞는 목소리, 깊이, 속도를 고르고 언제든 바꿔 보세요.

1장

From Rookie to Respected: Mastering the Art of First-Time Management

The First-Time Manager has quietly transformed the careers of hundreds of thousands of new leaders since its initial publication over thirty-five years ago. This management classic, now in its seventh edition, has earned a devoted following among executives at all levels who credit it with providing the practical guidance they needed during their critical transition from individual contributor to team leader. Unlike many management books that focus on abstract theories, this guide delivers actionable wisdom grounded in real-world scenarios that new managers face daily. Its enduring popularity stems from a simple truth: the fundamentals of good management haven't changed, even as workplaces have evolved dramatically. Warren Buffett, who keeps a dog-eared copy on his desk, once remarked, "I wish I'd had this book when I first started managing people-it would have saved me years of learning things the hard way."

2장

The Challenging Transition to Management

The journey from individual contributor to manager represents one of the most profound career transitions you'll ever experience. This shift demands an entirely new mindset-from focusing on your personal productivity to enabling the success of others. Many organizations make a critical mistake by promoting their best technical performers into management without considering whether they possess the right temperament or desire for leadership. In fact, research shows approximately 20% of people advanced into management would prefer to remain in individual contributor roles but accept promotions fearing career limitations otherwise. The skills that made you successful as an individual contributor often bear little resemblance to those required for management success. While technical expertise involves mastering specific processes or technologies, management requires understanding the most complex system of all-people. This transition demands developing a broader perspective, learning to rely on others rather than doing everything yourself, and making subjective decisions that can't be reduced to simple formulas. When starting as a new manager, resist the urge to demonstrate your authority immediately. Authority is best treated as a limited inventory-the less you use it, the more effective it remains when truly needed. Making requests rather than giving orders represents managerial understatement and builds goodwill. People already know you're the manager; constantly reminding them creates resentment and undermines your effectiveness. During your first sixty days, schedule individual conversations with each team member-not immediately, but after they've had time to adjust to your presence. These meetings should occur in your office or over coffee, creating an unhurried atmosphere where you focus primarily on listening. The goal isn't to discuss your plans but to establish communication channels from them to you, demonstrating genuine interest in their concerns and career aspirations. By addressing small issues early through these conversations, you prevent larger problems later and begin building the trust essential for effective leadership. Managing former peers creates unique challenges. While you shouldn't sacrifice friendships due to promotion, you must ensure these relationships don't affect performance-yours or theirs. Treat friends exactly as you would other team members, neither favoring them nor being unnecessarily harsh to prove impartiality. What looks like friendship to you may appear as favoritism to others, so maintain professional boundaries and avoid using friends as confidants.

들리는 모든 단어를 눈으로 확인하세요

초보 팀장이 가장 알고 싶은 80가지 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

Building Trust Through Authentic Leadership

Trust forms the foundation of effective management, yet it can't be demanded-only earned through consistent behavior over time. Building trust requires establishing patterns of success by assigning tasks team members can master, especially for newcomers. Start with projects that align with their current skills while gradually increasing complexity. For instance, assign a new marketing coordinator smaller campaign components before entrusting them with full campaign management. When mistakes happen, always "praise in public, criticize in private," focusing on correcting misunderstandings rather than making personal judgments. This approach helps maintain team morale while ensuring individual growth. Involving employees in decisions that affect them demonstrates respect for their insights while gaining their unique perspectives. Regular team meetings, one-on-one sessions, and anonymous suggestion systems can create multiple channels for input. When requesting feedback, be genuine-insincere exercises waste time and damage trust. For example, don't ask for opinions on office layout if the decision has already been made. When you can't implement suggestions, briefly explain why without criticizing the idea or person. A simple "While your suggestion for new software has merit, our current budget constraints prevent implementation this quarter" maintains transparency while preserving dignity. Including employees in process development creates buy-in and reduces resistance to implementation. Perfectionism often undermines trust-building efforts. Demanding flawless performance makes employees so afraid of mistakes that they slow to a crawl, dramatically reducing productivity while losing confidence. Consider setting "learning goals" alongside performance targets - for instance, viewing each customer complaint as an opportunity to improve rather than a failure. Perfectionism also breeds resentment, as employees feel impossible to please. While striving for above-average performance is reasonable, you'll achieve better results by involving employees in performance improvement planning rather than imposing unrealistic standards. Create collaborative improvement plans with measurable milestones. Showing appreciation costs nothing, takes seconds, and significantly impacts employee performance. In a major U.S. company survey, employees ranked "being appreciated for what I do" as their most important work attribute-far above salary, which ranked sixth. Recognition can take many forms: verbal praise, written notes, public acknowledgment in team meetings, or special project assignments. Effective praise follows a simple formula: specifically describe the praiseworthy behavior, then explain why it deserves appreciation and its broader business impact. For example: "Your detailed analysis of customer feedback patterns helped us identify and fix a major service gap, leading to a 15% increase in satisfaction scores." Be specific rather than general ("You handled that difficult customer situation with remarkable diplomacy" instead of "Great job"), but don't overdo it-excessive praise diminishes impact and seems insincere. Active listening-letting others know they've been heard through involvement in conversation, clarifying questions, summarization, and appropriate visual cues-ranks among the most valuable traits a new manager can develop. Practice techniques like maintaining eye contact, asking follow-up questions, and periodically summarizing key points to demonstrate engagement. Contrary to what many believe, management success comes not from having everyone hang on your words, but from listening at least twice as much as you talk. This 2:1 listening ratio ensures you gather comprehensive information before making decisions. This approach prevents you from appearing as a know-it-all while helping you gain valuable insights you'd miss by dominating conversations. Create regular opportunities for team members to share their perspectives through structured feedback sessions and informal check-ins.

4장

The Manager's Core Responsibilities

Regardless of industry or organization size, managers share eight fundamental responsibilities: hiring individuals with appropriate skills or potential; communicating the organization's vision and goals; planning work that meets departmental objectives; organizing resources and assigning tasks; training employees to close skill gaps; monitoring work progress; evaluating performance and providing feedback; and when necessary, firing those who cannot contribute effectively. Mastering these responsibilities makes the management job significantly easier. When hiring, nothing is more important than selecting the right people. One bad hiring decision can cost hundreds of hours addressing resulting problems. While managers typically prioritize experience, qualifications, and education, the most crucial factor is often overlooked: attitude. An employee with impressive credentials but a poor attitude becomes a perpetual problem, while someone with less experience but an outstanding attitude often becomes an exceptional performer. During interviews, most managers talk too much and listen too little. Begin with nonthreatening small talk to put nervous applicants at ease, showing interest in them as individuals. After sharing information about your organization's culture and purpose, ask revealing questions: What did they like best and least about their previous job? How would they describe their former manager? How did they grow professionally? Their answers reveal crucial attitude indicators. Positive responses focus on professional growth and diplomatic descriptions of past challenges, while red flags include complaints about occasional overtime, disparaging former employers, or focusing solely on social aspects rather than professional development. Training represents another critical managerial responsibility. New employees need immediate training, not just on their job but on company procedures and their place in the organization. The common practice of having departing employees train replacements can be problematic, especially if they're leaving due to incompetence or have mentally moved on to their next position. Select trainers who explain clearly, break jobs into components, and avoid overwhelming technical jargon. Show interest by checking in with both trainer and trainee during the first day and week to ensure instructions are clear and progress is being made. After initial training, plant the "improvement seed" by telling new employees: "You bring fresh insights that we may not have. After you're trained, please offer suggestions for improvement." This demonstrates your commitment to continuous improvement while ensuring suggestions come after proper understanding of current processes.

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

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5장

Managing Performance and Difficult Situations

Performance management begins with clear standards and expectations. Vague standards create problems when disciplining employees, so standards should be written into job descriptions with accountability elements that allow measurement. You need systems that provide continuous awareness of performance rather than waiting for complaints. When addressing performance issues, always discipline in private and focus on performance, not the person. Too many managers turn poor performance discussions into personal attacks with statements like "You are making far too many errors," which triggers defensive barriers. Instead, approach issues as misunderstandings about how work should be done or possible training gaps. Give employees the benefit of the doubt with statements like "I know we both want you to be successful, so let's talk about how we can improve results." For performance improvement, consider using a simple but effective tool: a sheet of paper folded into thirds with horizontal lines at each fold. The three sections are labeled "Strengths," "Areas for Improvement," and "Goals." During a one-on-one meeting, create this improvement plan with the employee's input. Each goal must have a specific achievement date and be quantifiable when possible. Both you and the employee sign and date the document, with follow-up meetings scheduled no more than a month apart. This process makes progress assessment straightforward-either the employee improves or it becomes clear they need to move on. Firing an employee is traumatic for both parties, but if done properly, your goal should be to have the dismissed employee actually thank you for removing them from a position that wasn't a good match. Before considering termination for poor performance, exhaust all reasonable options to improve the situation. Verify that training was effective, review the employee's initial hiring data for missed clues, and meet to discuss current performance, required standards, and improvement paths. Be direct about their job being at risk while emphasizing your desire to help them succeed. When termination becomes necessary, schedule it for late Friday afternoon when coworkers have left, sparing the employee public humiliation. All money due-final pay, severance, unused vacation or sick leave-should be provided during this meeting to prevent additional stress. During the termination interview, briefly review performance issues without dwelling on mistakes, acknowledge the employee's efforts, and deliver the news directly but humanely.

6장

Delegation: The Manager's Most Powerful Tool

Delegation represents an indispensable management tool that allows you to focus on managing and leading rather than performing tasks. Unlike merely distributing work, true delegation involves giving employees responsibilities that develop their skills while making the organization more effective. The benefits are substantial: more motivated employees who feel trusted and valued, improved cost-effectiveness through better resource allocation, freeing your time for higher-value strategic activities, broadening your perspective through diverse approaches, and creating powerful employee development opportunities that build future leaders. Managers avoid delegating for several common but problematic reasons: they don't know how to effectively transfer responsibility, they fear employees will outperform them and threaten their position, they worry about appearing lazy or uninvolved to superiors, they love performing certain technical tasks themselves, or-most commonly-they lack confidence in the outcome and fear potential mistakes. None of these are valid reasons to avoid delegation. The only legitimate reasons not to delegate are direct orders from superiors, when employees are clearly unready for the responsibility, when tasks involve confidential information, or when team members are already at maximum capacity. When delegating, follow these essential steps: First, analyze which tasks you could delegate by creating a comprehensive task inventory, considering time requirements, resources needed, and strategic importance. Second, decide who would be most motivated by the opportunity, has adequate capacity, and either possesses or could acquire the necessary skills - consider both technical abilities and soft skills. Third, thoroughly describe the task details, expected outcomes, and benefits to the chosen employee, including how it fits into larger organizational goals. Fourth, establish clear written goals, milestones, and timelines-this step is crucial for accountability and tracking progress. Finally, discuss how you'll monitor progress throughout the process, including regular check-ins, reporting mechanisms, and support systems. Perfectionism represents a common barrier to effective delegation that can paralyze both managers and their teams. True perfection rarely exists, and flaws can be found in almost any outcome, even in your own work. Insisting on your version of perfection eliminates the delegate's discretion in approaching the task, effectively making them into robots and forgoing their unique experience, insights, and creativity. The key is accepting that others will complete tasks differently than you would - often finding innovative solutions you hadn't considered. Be discerning about which tasks truly require near-perfection (such as legal documents or safety protocols) versus those where acceptable outcomes are sufficient (like internal reports or process improvements). Remember that allowing room for learning from mistakes often leads to better long-term results than micromanaging for perfection. To maximize delegation success, establish clear boundaries while maintaining open communication channels. Create a supportive environment where questions are welcomed and mistakes are viewed as learning opportunities. Regular feedback sessions help both parties adjust and improve, while celebrating successes reinforces the value of delegation. Document successful delegation processes to create templates for future assignments, gradually building a culture of effective delegation throughout your organization.

들리는 모든 단어를 눈으로 확인하세요

초보 팀장이 가장 알고 싶은 80가지 요약의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

Motivation and Understanding Individual Differences

True motivation isn't using authority to minimize trouble-that's simply exercising positional power. Real motivation involves getting people to willingly do what needs doing. The best managers discover what motivates each employee, align those motivations with organizational needs, and create an environment for success. This requires careful observation, regular dialogue, and a genuine interest in understanding what drives each team member. The only truly effective motivation is self-motivation. People are primarily driven by self-interest, and successful managers align team members' self-interests with organizational goals. Different people respond to different motivators-potential promotions, manager approval, friendly competition with peers, financial rewards, personal pride in quality work, or job security. Some employees thrive on public recognition, while others prefer private acknowledgment. Career development opportunities motivate ambitious team members, while work-life balance might be the primary driver for others. By providing clear goals and appropriate boundaries, you increase the likelihood that team members will tap into their natural self-motivation. Like a dovetail joint in carpentry where interlocking "teeth" create a strong connection between wood pieces, effective management joins two different elements: employee aspirations and organizational needs. When you align a team member's professional and personal goals with your organization's requirements, you create a committed, engaged employee. This process involves getting to know your team members' aspirations through trust-building conversations, then watching for opportunities to connect these personal goals with organizational needs. Regular one-on-one meetings, informal check-ins, and career development discussions are essential tools for understanding these aspirations. Risk inclination varies widely among individuals and significantly impacts management effectiveness. To determine your Risk Quotient (RQ), rate yourself on a 1-10 scale across nine risk areas: physical, career, financial, social, intellectual, creative, relationship, emotional, and spiritual risks. Your average across these domains becomes your personal RQ, providing insight into your overall risk inclination. Research shows the average RQ is 6.5, with men slightly higher at 6.7 and women at 6.3. Understanding these differences helps explain why some team members readily embrace change while others prefer established procedures. Consider risk inclination when assigning tasks and structuring teams. Less risk-inclined team members may excel at analysis, data gathering, quality control, and maintaining established processes. They often make excellent compliance officers, financial analysts, or project planners. More risk-inclined individuals might thrive with tight timelines requiring quick decisions, making them suitable for roles in business development, innovation teams, or crisis management. Factor risk profiles into assignments, project teams, and departmental structures. Remember that no risk level is ideal or preferred-less risk-inclined people contribute valuable caution and thoroughness, while more risk-inclined people provide a bias for action essential for getting initiatives started. The key is building balanced teams that leverage these different risk orientations. Understanding and working with these individual differences in motivation and risk tolerance creates stronger teams and better outcomes. Successful managers recognize that diversity in these areas strengthens organizational capability and adaptability. They create environments where different working styles and risk preferences can coexist and complement each other, leading to more robust decision-making and execution.

8장

Building Your Management Skills and Personal Development

Having emotional intelligence-the ability to recognize and manage emotions in yourself and others-is a critical management competency. Those with high emotional quotients (EQ) perform significantly better in leadership roles than those with average or low EQs. High-EQ individuals experience greater career success, build stronger personal relationships, enjoy better health through effective stress management, motivate themselves and others to higher achievement, and develop trust more easily. Having emotional intelligence means possessing emotional smarts. Those with high EQ can sense the mood in a room, recognize others' emotional states, control their own emotions, evoke positive feelings in others during stressful situations, and express their feelings openly. These abilities closely align with supportive management behaviors-combining people skills with self-awareness. Developing a realistic positive self-image is essential for management success. We rise or fall by our self-image. If we believe we'll succeed, our chances increase dramatically. This isn't just wishful thinking; it's about attitude. Success builds on success, though substance must back appearance. Three proven methods can improve your self-image: visualization (mentally rehearsing successful outcomes like athletes do before competition), win-win approaches (helping others succeed makes you feel better about yourself), and positive self-talk (sending yourself encouraging messages). Effective time management represents another crucial skill for managers. Many return from work feeling they accomplished nothing they intended. While occasional firefighting days are inevitable, regular occurrences suggest time-management issues. Breaking overwhelming projects into smaller, manageable segments can prevent paralysis and produce results. The simple practice of creating a prioritized daily to-do list forces you to plan your activities and provides satisfaction when crossing off completed items. Divide tasks into three categories: A (crucial, must do first), B (can wait), and C (not urgent). Prioritize within each category, especially A items. Don't fall into the trap of doing C items first just for a sense of accomplishment-this risks leaving critical A items undone. If an A item feels overwhelming, break it down into smaller components, like turning "Create budget for next year" into specific tasks like "Create quarterly revenue projections" and "Determine staffing levels."

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

매일 새로운 인사이트를 10만 개 이상의 레슨에서 만나보세요
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9장

Finding Balance and Maintaining Perspective

Many new managers believe they should be able to arrange a stress-free work life, but stress is inevitable. The key is how you react to it. While you can't control what happens, you can control your response. Your reaction to stress forms part of your management style, and remaining pleasant during stressful situations instills confidence in your team. To succeed as a manager facing stressful situations: avoid making things worse through impulsive action; take deep breaths and speak slowly to project calm; prioritize two or three key points to handle immediately; distribute major elements to team members; seek advice from thoughtful colleagues; focus on the problem rather than your reaction; and visualize yourself as a wise, calm leader until it becomes natural. New managers often become so engrossed in their responsibilities that work occupies almost every waking moment. While this dedication shows determination to succeed, a healthy life requires balance. You'll actually become a more complete manager by being a more complete person. People who define themselves solely by their profession often lose their sense of purpose upon retirement. A one-dimensional person isn't as effective a manager as someone with broader interests and activities. Maintaining work-life balance in our constantly connected world requires intentional boundaries. First, exercise self-discipline about when you're unavailable-resist checking emails and messages at all hours. Second, clearly communicate your availability limits to colleagues, including those in different time zones. For persistently inconsiderate colleagues, train them by not responding to off-hours messages until business hours resume. Class for a manager means demonstrating "style and elegance in one's behavior"-both in what is done and what is not done. Class means treating people with dignity rather than as production objects, using appropriate language, allowing others to receive recognition, and avoiding offensive jokes. It's about respecting oneself as the foundation for respecting others, not building oneself up by tearing others down, and recognizing that the best way to build oneself is to first build others. What truly matters isn't whether your company makes bolts or lifesaving medicines, but the positive impact you have on people's lives. Being a manager means being both leader and servant-maintaining this balance prevents an inflated sense of self-importance. Success comes from developing empathy for your employees and understanding how you'd want to be treated in their position. By focusing on helping others succeed, you'll discover that your own success naturally follows.

★★★★★

초보 팀장이 가장 알고 싶은 80가지 요약 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

초보 팀장이 가장 알고 싶은 80가지 요약의 핵심 주제

individual contributor transition
managing former peers
delegation skills
workplace trust building
managerial mindset shift

초보 팀장이 가장 알고 싶은 80가지 요약의 명문장

Authority is best treated as a limited inventory.
What looks like friendship to you may appear as favoritism to others.
Praise in public, criticize in private.
Perfectionism often undermines trust-building efforts.
Management success comes not from having everyone hang on your words, but from listening.

초보 팀장이 가장 알고 싶은 80가지 요약의 등장인물

Jim McCormickAuthor and expert on management transitions

저자 소개

The First-Time Manager의 저자인 짐 맥코믹(Jim McCormick)은 저명한 조직 리스크 전문가이자 기조 연설가이며, 여러 개의 기록을 보유한 스카이다이버입니다.

리더십과 지능적 리스크 감수 분야의 신뢰받는 권위자인 맥코믹은 Anshen+Allen Architects(당시 미국 내 5위 규모의 건축 설계 사무소)의 최고운영책임자(COO)로서의 경영 경험과 산호세 주립대학교에서 경영학을 가르친 학문적 역할을 바탕으로 통찰을 제공합니다.

The Power of Risk와 Business Lessons from the Edge를 포함한 그의 저서들은 백악관 근무, 기업 리더십, 그리고 극한의 모험 추구에서 얻은 실전 통찰력을 결합하고 있습니다. 리스크 인텔리전스 연구소(Research Institute for Risk Intelligence)의 설립자로서 맥코믹은 페덱스(FedEx)와 버라이즌(Verizon) 같은 포춘 500대 기업들에게 조직적 용기를 배양하는 방법에 대해 자문하고 있습니다.

영국 경영연구소(CMI)의 '올해의 경영서' 최종 후보에 올랐던 The First-Time Manager는 2012년 첫 출간 이후 7판까지 개정되며 초보 리더들을 위한 기초 가이드로서의 입지를 공고히 했습니다. 전 세계 경영자 교육 프로그램과 기업 교육에서 활용되는 이 핸드북은 복잡한 리더십 원칙을 전문적 성장을 위한 실행 가능한 전략으로 변환하는 맥코믹 특유의 접근 방식을 반영하고 있습니다.

초보 팀장이 가장 알고 싶은 80가지 요약 다운로드

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2 h•4 섹션

학습 계획

Lead Better: Manager Skills

This learning plan provides a complete leadership development journey for managers at all levels, from those making their first transition into management to executives scaling organizations. It addresses the most critical leadership challenges—building credibility, developing people, driving change, and multiplying impact—with practical frameworks that deliver immediate results while building long-term strategic capabilities.

4 h 23 m•4 섹션

학습 계획

Operations 101 for New Managers

This plan is essential for first-time managers transitioning into operational roles where balancing efficiency and leadership is critical. It provides a roadmap for stabilizing team dynamics while mastering the technical frameworks required to drive organizational success.

1 h 30 m•3 섹션

학습 계획

From Hands-on Hero to Team Compass

This plan is designed for new managers and high-performing individual contributors struggling to let go of technical tasks. It provides the essential framework for scaling your impact by mastering delegation and trust-based leadership.

1 h 30 m•3 섹션

학습 계획

Become a Manager People Respect

This learning plan is essential for new and aspiring managers who want to lead with respect rather than authority alone, as well as experienced managers looking to transform their leadership impact. Whether you're making the leap from individual contributor or seeking to elevate your management effectiveness, this program addresses the core skills that separate managers people tolerate from those they genuinely respect and willingly follow.

4 h 35 m•5 섹션

컬럼비아 대학교 동문들이 제작 | 샌프란시스코에서 개발

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

4.7

평균 평점

앱 평가 7.84천 개 이상

BeFreed 커뮤니티

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

정말이지 아직 앱을 다 써 보지도 않았는데, 며칠 써 본 것만으로도 깊은 인상을 받았어요… BeFreed는 제가 써 본 어떤 학습 앱과도 차원이 달라요. 몰입감이 엄청나고 집중력도 실제로 좋아져서, 스마트폰을 하염없이 스크롤하는 분들께 딱이에요!

@ladyInfinity

정확히 23일 전에 BeFreed를 구입했는데, 그날부터 하루도 빠짐없이 쓰고 있어요. 제 일상 업무 흐름과 학습 습관에 완전히 자리 잡았어요.

@jayallen

솔직히 이 앱은 제 기대를 전부 뛰어넘었어요. 어떤 주제든 오디오로 만들어 달라고 할 수 있고, 결과물이 놀라워요. 제 전문 분야는 심리치료 쪽이고 여러 학문이 얽혀 있는데도 답변이 아주 정확해요.

@Raguipa

제일 고마운 건 스크롤하는 시간이 확 줄었다는 거예요. 검색하는 시간은 줄고 흡수하는 시간은 늘었어요. 오디오북 전권, 팟캐스트, 학습 플랜의 조합이 정말 훌륭해요.

@colonyofcreatorsNGO

저는 24년째 PhotoReading 속진 학습 강사로 일하고 있어요… 책과 독서, 배움이 제 전문인데, BeFreed는 정보를 소화하기 쉽게 전달하는 혁신적인 방식을 정말 잘 구현했어요.

@BeFreed user

단순한 책 요약 앱이 아니에요. '재미' 스타일을 써 봤는데, 전통적인 방식보다 훨씬 나은 요약이고 아이디어를 이해하기도 쉬워요. 이것만으로도 값어치를 해요.

@austinakon

이 앱이 정말 좋아요. 며칠 써 봤는데 듣는 걸 멈출 수가 없어요. 시작하기에 이보다 좋을 수 없어요.

@jcrules328

정말 마음에 들어요. 한 달 정도 써 봤는데 숨은 보석을 찾은 기분이에요. BeFreed로 제가 원하는 주제를 직접 만들 수 있어서 좋고, 목소리도 훌륭한 데다 내레이션 선택지가 무궁무진해요.

@DanielCZ

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

유용한 정보와 아이디어를 8~15분짜리 팟캐스트 스타일 오디오로 압축해서 들을 수 있다는 게 정말 좋아요. 원래 팟캐스트는 군더더기가 많아서 안 좋아했는데, 여기는 그걸 싹 걷어냈어요.

@BeFreed user

박사 과정을 마무리하는 중이라 낯선 자료를 많이 읽어야 해요… BeFreed에서는 프롬프트만 입력하면 앱이 자료를 찾아서 오디오 팟캐스트로 만들어 줘요. BeFreed의 과정이 NotebookLM보다 더 매끄럽게 느껴져요.

@Brad

아침을 준비하거나 산책하거나 출퇴근할 때 들을 것을 YouTube에서 자주 찾곤 했는데, BeFreed는 광고도 군더더기도 없이 훨씬 더 딱 맞는 걸 들려줘요!

@BeFreed user

이 플랫폼의 가장 큰 장점은 활용도예요. 다루지 못하는 주제가 말 그대로 하나도 없어요. 무엇을 던져도 다 소화해요… 제한이 전혀 없으면서 약속을 실제로 지키는 학습 도구는 정말 드물어요.

@jayallen

BeFreed는 환상적이에요. 디자인이 편해서 헤매는 시간은 줄고 배우는 시간은 늘었어요. 오디오북, 팟캐스트, 학습 플랜의 조합은 천재적이에요. 제 하루가 완전히 달라졌어요.

@BeFreed user

처음엔 이탈리아어로 팟캐스트를 만드는 방법을 이해하는 데 시간이 좀 걸렸는데, 알고 나니까 — 와! 정말 대단해요! 어떤 주제든 설명해 달라고 하면 정말 똑똑하게 잘 설명해 줘요!

@matteo77

BeFreed는 제가 매일 쓰는 오디오북 앱이 됐어요… 제일 마음에 드는 건 텍스트를 넣으면 이동 중에도 들을 수 있는 오디오로 만들어 준다는 점이에요.

@kotanzu1

웹에서 BeFreed가 어떻게 논의되고 있는지 더 보기

지금 바로 학습 여정을 시작하세요

3장

초보 팀장이 가장 알고 싶은 80가지 요약

초보 팀장이 가장 알고 싶은 80가지 요약 개요

다양한 학습 방식으로 초보 팀장이 가장 알고 싶은 80가지 요약 살펴보기

From Rookie to Respected: Mastering the Art of First-Time Management

The Challenging Transition to Management

들리는 모든 단어를 눈으로 확인하세요

Building Trust Through Authentic Leadership

The Manager's Core Responsibilities

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

Managing Performance and Difficult Situations

Delegation: The Manager's Most Powerful Tool

들리는 모든 단어를 눈으로 확인하세요

Motivation and Understanding Individual Differences

Building Your Management Skills and Personal Development

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

Finding Balance and Maintaining Perspective

초보 팀장이 가장 알고 싶은 80가지 요약 완독을 축하합니다

초보 팀장이 가장 알고 싶은 80가지 요약의 핵심 주제

초보 팀장이 가장 알고 싶은 80가지 요약의 명문장

초보 팀장이 가장 알고 싶은 80가지 요약의 등장인물

저자 소개

초보 팀장이 가장 알고 싶은 80가지 요약 다운로드

다른 사용자들도 좋아한 책

초보 팀장이 가장 알고 싶은 80가지 요약에 관한 자주 묻는 질문

What is The First-Time Manager by Jim McCormick about?

Who should read The First-Time Manager?

Is The First-Time Manager worth reading?

What are the key concepts in The First-Time Manager?

더 알아보기

BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

다양한 학습 방식으로 초보 팀장이 가장 알고 싶은 80가지 요약 살펴보기

From Rookie to Respected: Mastering the Art of First-Time Management

The Challenging Transition to Management

들리는 모든 단어를 눈으로 확인하세요

Building Trust Through Authentic Leadership

The Manager's Core Responsibilities

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

Managing Performance and Difficult Situations

Delegation: The Manager's Most Powerful Tool

들리는 모든 단어를 눈으로 확인하세요

Motivation and Understanding Individual Differences

Building Your Management Skills and Personal Development

초보 팀장이 가장 알고 싶은 80가지 요약에서 더 많은 것을 얻으세요

Finding Balance and Maintaining Perspective

초보 팀장이 가장 알고 싶은 80가지 요약 완독을 축하합니다

다른 사용자들도 좋아한 책

더 알아보기