Becoming a Manager: How New Managers Master The Challenges of LeadershipLinda A. Hill (Harvard Business School Press, May 1, 2003)Reviewed by admin Mon 24 Nov 08 Bob's Rating: This is the second edition of Becoming a Manager and although only three chapters have been added, their impact is considerable. The original edition is based on interviews with 19 new managers and their thoughts on becoming a manager. As such, it was an interesting, but somewhat hard going (sentences and paragraphs are wordy), read. Although the 19 managers are all from customer service or sales, their stories translate well to other professions. This latest edition adds chapters on Exercising Influence Without Formal Authority, Building an Effective Team, and Learning For A Lifetime. I found the chapter on teams a little light in it's description of process management. However, it's these chapters and in particular the one on influence, that makes this book much more useful for the new manager than the first edition. Every manager should use Hill’s description of sources of personal and positional power to improve their influencing. By Hill’s own admission, she has become far more prescriptive in the latest edition and this is a real benefit for readers. For instance, in the most recent chapters, Hill asks questions that will enable the manager to apply the key concepts being covered. But, these "how to"s are hard to find. If you are a big picture person, or someone who likes to get plenty of “how to” action type suggestions, then this book is not for you. However, if you are someone who always wants to know the reason “why?” something works or doesn’t work, you will enjoy this book. |
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