- Hardcover: 304 pages
- Publisher: Harvard Business School Press (1 January 2011)
- Language: English
- ISBN-10: 142216389X
- ISBN-13: 978-1422163894
- Product Dimensions: 15.9 x 3.2 x 23.5 cm
- Average Customer Review: 3 customer reviews
- Amazon Bestsellers Rank: #73,754 in Books (See Top 100 in Books)
Being the Boss: The 3 Imperatives for Becoming a Great Leader Hardcover – 1 Jan 2011
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Named one of Five Best Business Books to Read for Your Career in 2011 by the Wall Street Journal. "modern classic" - Financial Times "This book can well serve both beginning and experienced managers as a guide for their own continued development. It is engaging to read, asks the right questions, and incorporates a compendium of the best research on leadership." -- Graziadio Business Report "a well-written, comprehensive guide to finding ways to succeed on this often-perilous journey." -- Korn/Ferry Briefings Listed under "Summer reading suggestions for federal leaders" - Washington Post "Being the Boss gives a cleared-eye assessment of the paradoxes and complexities of being the boss and offers practical advice on the questions and techniques that can help managers become more effective. "Being the Boss" is an insightful and readily accessible book" -- Forbes.com "...engaging with a precise presentation of concepts and plenty of real-world examples." - CEO Update "It's a well-presented title that should prove especially useful for those assuming management positions for the first time." -- THE IRISH TIMES
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Most helpful customer reviews on Amazon.com
Explaining those differences and how you become an effective manager what Being the Boss is all about.
This is one of those rare books's that takes a serious and comprehensive look at the practices, processes and personal traits required to be an effective manager and leader. It is highly recommended for anyone making the transition to becoming a manager as well as a reference that managers should consult when the going gets tough.
Encourage your HR department to buy every manager a copy, as the book is a virtual MBA level orientation and course on management and leadership. Taking this approach will save your company significant time and money, as this book will help mangers more than most management training out there.
Here is why:
Hill and Lineback provide a powerful study of the management from the perspective of showing and telling new managers what they need to know and how to adapt to being a manager rather than a team member.
The book contains a mix of academic discussion and allegory that illustrates the major points. The combination makes for s book that is thick with good advice and accessible explanation that helps managers realize why things are different and how they need to adapt and change their approaches. The book will challenge their thinking without compromising the courage required to become the boss.
Hill and Lineback center their advice on three specific and important tasks facing new managers.
Managing your network
Managing your team
The book then goes into detail by providing a discussion of the realities associated with the modern organization and how that shapes the way managers build their success. At times the book goes almost into too much depth, becoming akin to an operating manual than a guide for management. Experienced managers will see these discussions as a bit redundant, however careful reading and consideration of these explanations will help even the most experienced manager.
The authors take a very real politick view of management in the modern organization which leads the point out that mangers have to hold their nose and accept the less attractive aspects of managing in a corporate reality. While this is very realistic, it also tells new managers that the system is what it is and they have little chance of changing it.
Being the Boss avoids becoming a dry manual by illustrating it is advice through an ongoing story of Jason Pedersen, a new manager that is being thrown from the frying pan into the fire. The credible story around the management challenges Jason faces not only raised the accessibility of the advice, but also helps you identify with the practices. The authors use the allegory as effectively as Goldratt does in the Goal.
One unexpected bonus in the book is that Jason is working on a technology intensive project making Being the Boss mandatory reading for new IT managers, at least in my opinion.
Overall this is a strong book on a strategic subject. It is unique from the perspective that this is not a study of managers or management, rather it is a hard look at what it means for someone -- you -- to be a manager.
Hill and Lineback show you how managers need to work and explain why they need to work that way. At times you will find the chapters sometimes go down in the weeds, but that is ok as new managers have a lot to learn. I know I did and often still do.
The book introduces many paradoxes of management and provides a useful model which is about managing oneself, one's network and one's team. It discusses in some detail about the limits of formal authority and the dangers of work relationships that are too personal (work should always be priority and must not suffer). As it says, "Friendly, but not friends".
The book raises many questions and is thus very helpful in raising awareness about oneself - for example, do we (who are managers) unconsciously see ourselves as doers and not yet as managers? Do we have a new way of how we derive a sense of accomplishment (i.e. through the team)? Do we see in everything we do an opportunity to exercise management? Do we avoid some people because we are not comfortable managing them (because of their age, culture, etc.?). Do we see how our team members see us?
There are many, many more ideas in the book (prep-do-review model, the process of terminating someone, the centrality of influence and trust in management, how to build network, the importance of not being and appearing as "powerless boss" etc.) as well as useful self-assessments. I personally found the last section about team management a bit too long and not as exciting and mind-opening as some other parts (e.g. about the paradoxes of management), but overall I heartily recommended the book.
The authors pose summary questions at the end of each chapter that recapitulate core issues discussed previously and clarify dilemmas that a manager faces.
The 3 imperatives cited are central to insight of oneself and your team whether in business, the arts or any other workplace.
This book should be required reading for every business school graduate who wishes to be a manager.