
The ultimate survival guide for first-time managers that's sold over 500,000 copies across seven editions. Master delegation, communication, and team building while avoiding common pitfalls. Ever wonder why some new managers thrive while others fail? This 40-year management classic reveals the difference.
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You've just been promoted. Congratulations-but here's the hard truth: everything you knew about succeeding at work is about to become obsolete. The skills that made you a star performer-your technical expertise, your ability to deliver results independently-won't save you now. Management isn't an enhanced version of what you were doing before; it's an entirely different game with different rules, different scorecards, and different ways to fail spectacularly. About one in five people promoted into management would actually prefer to stay in their old roles but accept the promotion because they fear hitting a career ceiling. If that resonates with you, you're not alone. But whether you chose this path or felt pushed onto it, the transition ahead demands a fundamental rewiring of how you think about work and success. Here's something nobody tells you: the more you flex your authority, the less effective it becomes. Think of authority like a rare vintage wine-the more you pour, the less you have left for when it really matters. New managers often make the mistake of immediately asserting their position, issuing directives to prove they're in charge. This backfires spectacularly. People already know you're the manager; constantly reminding them breeds resentment, not respect. The most effective approach? Make requests instead of giving orders. This managerial understatement builds goodwill while preserving your authority for genuine crises. Your first sixty days shouldn't be about broadcasting your vision-they should be about listening. Schedule individual conversations with each team member, but not immediately. Give people time to adjust to your presence first. Meet over coffee or in your office, creating an unhurried atmosphere where your primary job is to shut up and listen. These conversations aren't about discussing your plans; they're about establishing communication channels from them to you. What are their concerns? Their career aspirations? Their frustrations with current processes? By addressing small issues early, you prevent larger problems later and begin building the trust that separates effective managers from those who merely occupy the title.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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