Read "The First-Time Manager" by Loren B. Belker available from Rakuten Kobo. Sign up today and get $5 off your first download. What's a rookie manager to do. Read "The First-Time Manager" by Loren B. Belker available from Rakuten Kobo. Sign up today and get $5 off your first eBook. What's a rookie manager to do?. Editorial Reviews. Review. "The First-Time Manager is an excellent how-to guide for anyone new to managing people." Book Description.

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First Time Manager Ebook

Editorial Reviews. Review. """Refreshingly straightforward Belker has distilled his 30 years of The First-Time Manager 5th Edition, Kindle Edition. by Loren B. Get this from a library! The First-Time Manager.. [Loren B BELKER; Jim MCCORMICK; Gary S TOPCHIK] -- What's a rookie manager to do? Faced with new. The go to resource every first time manager has to have. This ebook will cover the skills a new manager will need, as well as helpful tips on.

It was early in my career as a communications pro, and I had showed some promise as a practitioner. The job required me to do things like obsess over word choice and agonize over grammar, so I was a natural. With a few years of successful wordsmithing and journalist wrangling under my belt, it was time for me to make my big move to middle management. In my mind, it was a meteoric rise. I had my very own direct reports two! All before the age of Next stop… corner office. Not quite. I quickly found that management was a whole different ball game, and the skills that had made me a decent practitioner were much different from the ones I needed to be a good manager. One major mistake — I thought I had to be the smartest person in the room.

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The First-Time Managers Handbook

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Description What's a rookie manager to do?

Faced with new responsibilities, and in need of quick, dependable guidance, novice managers can't afford to learn by trial and error. The First-Time Manager is the answer, dispensing the bottom-line wisdom they need to succeed. A true management classic, the book covers essential topics such as hiring and firing, leadership, motivation, managing time, dealing with superiors, and much more.

Written in an inviting and accessible style, the revised sixth edition includes new material on increasing employee engagement, encouraging innovation and initiative, helping team members optimize their talents, improving outcomes, and distinguishing oneself as a leader. Packed with immediately usable insight on everything from building a team environment to conducting performance appraisals, The First-Time Manager remains the ultimate guide for anyone starting his or her career in management.

Book Details Author: Loren B. Topchik Pages: Paperback Brand: Book Appearances 5. You just clipped your first slide! If you focus on being there for your team and giving them the guidance and support they need, they will perform better — the wins will start rolling in.

Micro-managing is corrosive for a number of reasons.

First, it signals a lack of trust. In order to be successful, you need to be able to delegate! Make sure to give your direct reports some latitude, and let go of your desire to control every outcome.

Playing the Hero This goes back to my original story. As the team grew, Adam went from doing all the heavy lifting himself to being a leader on multiple fronts. As an experiment, he tried something new. Instead of telling them the answer, he started asking his team pointed questions to lead them to their own solution. This turned out to be the correct tack. More often than not, his team arrived at the same solution he had in mind, but they were much more enthusiastic about it.

It felt like their idea, not something dictated from a boss. On top of being a better way to get download-in, guiding your team instead of telling them helps support their development.

I hope you said the second one. First time managers often make the mistake of setting muddy objectives.

Also read: JAXB 2.0 EBOOK

Take the first example — improve by how much? Improve the output, or the result? Increase the volume of leads or the resulting revenue?

When it comes to objectives, success should be black and white. This one simple shift in language goes a long way toward instilling a sense of teamwork and togetherness. Credit should always be shared. Good managers know that team success and individual success are one and the same. Not Empowering Your Direct Reports While setting clear goals is important, first time managers also make the mistake of dictating goals rather than collaborating on them.

The best thing to do is to empower your direct reports by having them draft their own goals and set their own meeting agendas. Doing so gives them a sense of ownership and helps them think critically about their role in the larger context of the business.

If their priorities are misaligned, you can certainly still weigh in, but the point is to give your team members the autonomy to direct their own time and effort, and develop their own big-picture thinking. For more tips on the best ways to run a one-on-one meeting, check out our handy guide. But that can be draining — and ultimately untenable.

Business is also kind of like baseball. Forgive the mixed sports metaphors.

The baseball season is a slog. Same goes for business. A first time manager should have direct reports at first, and then gradually scale up as needed.

One example — sales teams. A lot of your day-to-day involves supporting team members in various emotional states, so the job requires a high level of emotional intelligence. One mistake that management rookies make is not being in tune with — or taking care of — their own emotions. This means reading, meditation, working out. Remember, dealing with emotions is a huge part of the job.

Taking Credit for Themselves If you crave recognition, leadership might not be for you. I might sound like a broken record, but leadership and therefore management is about sharing credit with your team.

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In fact, you will take more blame for failure and less credit for success. Know this going in. It just means that there needs to be a more open communication about expectations when it comes to effort.

Your engagement with each member of your team should be determined by their commitment, effort, and performance. Your team members have a responsibility to give their best effort and make team and company success a priority. Your engagement with your team should be proportional to their engagement. Is it hitting team goals?

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