HBR's 10 Must Reads for New Managers
- Downloads：2789
- Type：Epub+TxT+PDF+Mobi
- Create Date：2023-01-11 06:53:45
- Update Date：2025-09-07
- Status：finish
- Author：Harvard Business Review
- ISBN：1633693023
- Environment：PC/Android/iPhone/iPad/Kindle
- Download
Summary
Develop the mindset and presence to successfully manage others for the first time。 If you read nothing else on becoming a new manager， read these 10 articles。 We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to becoming a great manager of others。
This book will inspire you to:
- Develop your emotional intelligence
- Influence your colleagues through the science of persuasion
- Assess your team and enhance its performance
- Network effectively to achieve business goals and for personal advancement
- Navigate relationships with employees， bosses， and peers
- Get support from above
- View the big picture in your decision making
- Balance your team's work and personal life in a high-intensity workplace。
This collection of articles includes "Becoming the Boss，" by Linda A。 Hill; "Leading the Team You Inherit，" by Michael D。 Watkins; "Saving Your Rookie Managers from Themselves，" by Carol A。 Walker; "Managing the High-Intensity Workplace，" by Erin Reid and Lakshmi Ramarajan; "Harnessing the Science of Persuasion，" Robert B。 Cialdini; "What Makes a Leader？" by Daniel Goleman; "The Authenticity Paradox，" by Herminia Ibarra; "Managing Your Boss，" by John J。 Gabarro and John P。 Kotter; "How Leaders Create and Use Networks，" by Herminia Ibarra and Mark Lee Hunter; "Management Time: Who's Got the Monkey？" by William Oncken， Jr。， and Donald L。 Wass; and BONUS ARTICLE: "How Managers Become Leaders，" by Michael D。 Watkins。
This book will inspire you to:
- Develop your emotional intelligence
- Influence your colleagues through the science of persuasion
- Assess your team and enhance its performance
- Network effectively to achieve business goals and for personal advancement
- Navigate relationships with employees， bosses， and peers
- Get support from above
- View the big picture in your decision making
- Balance your team's work and personal life in a high-intensity workplace。
This collection of articles includes "Becoming the Boss，" by Linda A。 Hill; "Leading the Team You Inherit，" by Michael D。 Watkins; "Saving Your Rookie Managers from Themselves，" by Carol A。 Walker; "Managing the High-Intensity Workplace，" by Erin Reid and Lakshmi Ramarajan; "Harnessing the Science of Persuasion，" Robert B。 Cialdini; "What Makes a Leader？" by Daniel Goleman; "The Authenticity Paradox，" by Herminia Ibarra; "Managing Your Boss，" by John J。 Gabarro and John P。 Kotter; "How Leaders Create and Use Networks，" by Herminia Ibarra and Mark Lee Hunter; "Management Time: Who's Got the Monkey？" by William Oncken， Jr。， and Donald L。 Wass; and BONUS ARTICLE: "How Managers Become Leaders，" by Michael D。 Watkins。
Reviews
Samuel
，
This is the third book on management I've read。 I'd say it's probably sitting around 2nd place。 It's less practical than the 1st placed book but provides value from page 1。 It provides a bit more of an academic approach to management which I didn't mind。 A few of my favorite chapters included Managing Your Boss， Saving Your Rookie Managers from Themselves， Managing Your Boss， and Management Time: Who's Got the Monkey？I've listed out a few quotes I liked below。 "Organisations suffer considerable This is the third book on management I've read。 I'd say it's probably sitting around 2nd place。 It's less practical than the 1st placed book but provides value from page 1。 It provides a bit more of an academic approach to management which I didn't mind。 A few of my favorite chapters included Managing Your Boss， Saving Your Rookie Managers from Themselves， Managing Your Boss， and Management Time: Who's Got the Monkey？I've listed out a few quotes I liked below。 "Organisations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities。""The reason why managers do not delegate is due to three key reasons。 - ego - first is the fear of losing stature。 - control - secondly the fear of abdicating control。 - pride - thirdly the rookie manager can be afraid of overburdening his staff， maybe uncomfortable assigning work in case they resent him。""The higher the rank of a person considered to be a star performer， the more emotional intelligence capabilities showed up as the reason for his or her effectiveness。""At no time while I am helping you with this or any other problem will your problems become my problem。 The instant your problem becomes mine， you no longer have a problem。 I can’t help a person who hasn’t got a problem。"In 2023 I want to double down on。。- delegation- providing development feedback- managing my boss - his expectations， strengths， weaknesses， key objectives- not letting other people's problems becoming my problem， but working with them on their problem 。。。more
Megan
，
Some helpful advice， but， as someone who is not in corporate America， it's way too focused on corporate America。 Along with that， the tenth article about the monkeys was just awful。 Definitely the worst article in the book。 Some helpful advice， but， as someone who is not in corporate America， it's way too focused on corporate America。 Along with that， the tenth article about the monkeys was just awful。 Definitely the worst article in the book。 。。。more
Alexandru Savu
，
Highly recommended read to new and existing managers。Also a good read for those who want to better understand how to manage up。
Simona
，
A must-read on management & leadership development。 5/5 stars。 Every article in this book has something to offer， whether you're new to management or have extensive experience。 Lots of excellent insights on managing people in the high-intensity workplace， the science/art of persuasion， the importance of networking （operational， personal， strategic）， developing and managing relationships vertically and horizontally （with your direct reports， your boss and cross-functional teams）， the power of emo A must-read on management & leadership development。 5/5 stars。 Every article in this book has something to offer， whether you're new to management or have extensive experience。 Lots of excellent insights on managing people in the high-intensity workplace， the science/art of persuasion， the importance of networking （operational， personal， strategic）， developing and managing relationships vertically and horizontally （with your direct reports， your boss and cross-functional teams）， the power of emotional intelligence and so much more。 The articles are unrelated and can be read in any order at any time。 I especially enjoyed these four articles:"Harnessing the Science of Persuasion。" by Robert B。 Cialdini"What Makes a Leader？" by Daniel Goleman"Managing Your Boss。" by John J。 Gabarro and John P。 Kotter"Management Time: Who's Got the Monkey？" by William Oncken， Jr。 and Donald L。 WassOverall， the book covers many aspects of （new） skills and mental models required for new leaders to move ahead and to execute the manager role efficiently。 Worth reading。 。。。more
Maxime Ouellet-payeur
，
Pretty much says it all。 Read this to give you a head start。
Jessica Pastor
，
Some great articles to explain the importance of transitioning from individual contributor to manager as well as from tactical to strategic leader。 Good examples and summaries。 Quick read
George Niu
，
Eleven great articles， each providing a unique perspective into how to successfully transition into a managerial position。
Ahmi Mo
，
As the title says， it's a must-read for new managers， especially if you're someone who's transitioning from an IC （Individual Contributor） track。 That's because as an IC， the way to prove yourself worthy in the organization is by getting things done yourself。 In other words: as an IC， everything is mostly about you （kinda like Main Character Syndrome）。Being a manager， however， is an entirely different story where you are no longer the main character and your main mission is to help those who are As the title says， it's a must-read for new managers， especially if you're someone who's transitioning from an IC （Individual Contributor） track。 That's because as an IC， the way to prove yourself worthy in the organization is by getting things done yourself。 In other words: as an IC， everything is mostly about you （kinda like Main Character Syndrome）。Being a manager， however， is an entirely different story where you are no longer the main character and your main mission is to help those who are around you to grow and succeed in their career。 That's how exactly you can achieve success as a manager。That's， of course， not an easy thing to do and it requires a lot of effort on your end to know how to successfully do that。 This book does lay those things to you so you're aware of them， then explains them in a clear way。 。。。more
Cai
，
Insigtful
Pedro Gonzalez
，
Como é uma coletânea de artigos， alguns são bastante interessantes， porém outros nem tanto。 Gostei do formato do livro com resumos e aplicações práticas de cada artigo。
Kaitlin Oujo
，
I’d recommend this book to just about anyone working in a corporate environment， particularly those at the mid level。
Cris
，
Good collection of articles on how to be a better manager。 What sticked with me: - When inheriting a team: 1） assess the dynamics， 2） reshape the team to meet goals by looking at the sense of purpose， direction， operating models and behavior patterns according to the business problems you face 3） plan for early wins and plan to secure them - how to work on the 6 pillars of persuasion - the importance of emotional intelligence - how to build networks to get results- how to manage your time and yo Good collection of articles on how to be a better manager。 What sticked with me: - When inheriting a team: 1） assess the dynamics， 2） reshape the team to meet goals by looking at the sense of purpose， direction， operating models and behavior patterns according to the business problems you face 3） plan for early wins and plan to secure them - how to work on the 6 pillars of persuasion - the importance of emotional intelligence - how to build networks to get results- how to manage your time and your boss 。。。more
Josie Zhang
，
I enjoyed the breadth of this collection。 There are authors I have read and familiar with， and also authors whose ideas are new and inspiring to me。
Ahmed Azab
，
improve management skills
Megan
，
Some articles are better than others or more relevant but I found this book helpful as a frame to think about management。
Aaron
，
A good collection of essays， with 2-3 really important （on networking， on delegation， and persuasion）。
Lauryn
，
Good points， wasn't wowed by anything in particular but I would recommend to any new managers out there to re-focus their efforts。 Good points， wasn't wowed by anything in particular but I would recommend to any new managers out there to re-focus their efforts。 。。。more
Rini Srivastava
，
It covers the challenges faced by new managers and provides principles which can be practically followed。Initially it would appear too academic and boring however as and when you move forward you would actually be able to relate with the real world problems。 Some of the articles are very old however still seems relevant。
Heng
，
For those of us without an MBA and find themselves wearing a manager's hat， these fundamentals are very handy and helpful。 Being fundamentals， I guess those are also good reminders for experienced managers。 HBR book piles their articles together。 The chapters are all standing alone， not connected at all。 So there is no obligation to start and finish them in sequence。 I also found the books by each of the authors interesting for future readings。 For those of us without an MBA and find themselves wearing a manager's hat， these fundamentals are very handy and helpful。 Being fundamentals， I guess those are also good reminders for experienced managers。 HBR book piles their articles together。 The chapters are all standing alone， not connected at all。 So there is no obligation to start and finish them in sequence。 I also found the books by each of the authors interesting for future readings。 。。。more
Rob
，
Books on business tend to be theoretical， fluffy， and oftentimes not very practical。 The HBR: New Manager book has a few fluffy chapters I skipped and skimmed over。 I think "Saving Rookie Managers from Themselves" and "Management Time: Who's Got the Monkey" are excellent reads。 The former has a few pointers on projecting confidence （something I KNOW I need to work on）; the latter is the magnum opus of this collection - the monkey。 The monkey is a synonym for tasks you assign to your subordinates Books on business tend to be theoretical， fluffy， and oftentimes not very practical。 The HBR: New Manager book has a few fluffy chapters I skipped and skimmed over。 I think "Saving Rookie Managers from Themselves" and "Management Time: Who's Got the Monkey" are excellent reads。 The former has a few pointers on projecting confidence （something I KNOW I need to work on）; the latter is the magnum opus of this collection - the monkey。 The monkey is a synonym for tasks you assign to your subordinates。 Through elusive， subtle measures subordinates （I think due to human nature） try to shift the responsibility from them to you （as you are the superior， clearly more intelligent manager whom can handle all）。 I think the advice in this chapter is particularly tangible and practical。 5 stars for those chapters。 。。。more
Tiago Giusti
，
Recomendo pra quem está migrando de uma área funcional e técnica pra uma posição de liderança。 Ele é básico， mas com diversos ensinamentos que vale até pra quem já ascendeu um pouco mais como gestor。 O artigo que mais gostei foi o de Daniel Goleman: "O que define um líder。" Recomendo pra quem está migrando de uma área funcional e técnica pra uma posição de liderança。 Ele é básico， mas com diversos ensinamentos que vale até pra quem já ascendeu um pouco mais como gestor。 O artigo que mais gostei foi o de Daniel Goleman: "O que define um líder。" 。。。more
E B
，
This book should probably be titled "welcome to the middle" and is less about how to be a manager/leader and more of how to deal with no longer being the star player which got you to where you are and understanding that you are still just a cog in the wheel （albeit slightly higher）。 There are plenty of nice stories to help you imagine both bosses that you have had and some that you havent and their potential shortcomings and strengths。 It will help you better understand where you may have streng This book should probably be titled "welcome to the middle" and is less about how to be a manager/leader and more of how to deal with no longer being the star player which got you to where you are and understanding that you are still just a cog in the wheel （albeit slightly higher）。 There are plenty of nice stories to help you imagine both bosses that you have had and some that you havent and their potential shortcomings and strengths。 It will help you better understand where you may have strengths or weaknesses， but nothing about how exactly to overcome them。 。。。more
Alanna
，
Good selection of articles on management basics
LynnDee （LynnDee's Library）
，
Some of this was a little redundant， but still valuable advice。
Yanal
，
This book is filled with plenty of insights on management so you can't go wrong with having it on your shelf。 This book is filled with plenty of insights on management so you can't go wrong with having it on your shelf。 。。。more
Liz Gabbitas
，
They weren't joking with the title "Must Reads。" These articles span the recent history of management thought with some painfully outdated and some so current I pulled quotes from every paragraph。This was a supportive and empathetic look at people in their first leadership roles， both those succeeding and those realizing they had serious weaknesses。 The premise is that employees are brought into these roles because they have certain skills， but actual management requires completely different ski They weren't joking with the title "Must Reads。" These articles span the recent history of management thought with some painfully outdated and some so current I pulled quotes from every paragraph。This was a supportive and empathetic look at people in their first leadership roles， both those succeeding and those realizing they had serious weaknesses。 The premise is that employees are brought into these roles because they have certain skills， but actual management requires completely different skills than the ones that brought a first success。 It embraces the constant learning experience that is progress and encourages new managers to look at themselves with open eyes to find ways to improve。 Here was one of my big takeaways:"The skills that got you where you are may not be the requisite skills to get you to where you need to go。 This doesn't discount the accomplishments of your past， but they will not be everything you need for the next leg of the journey" （p。 179）。I absolutely recommend this to anyone in any sort of management role。 And to anyone wondering if management or leadership fits in your future， give this book a read。 。。。more
Amy Neftzger
，
I had been reading different books on management， communication， and influence when I stumbled across this volume。 There are a number of topics covered and each of these are nice reminders for both experienced as well as new managers， so I chose the book for a discussion group of business professionals。 The diversity of the topics includes everything from work life balance to influence and communication。 These articles are written by experts and provide a great framework for expanding an individ I had been reading different books on management， communication， and influence when I stumbled across this volume。 There are a number of topics covered and each of these are nice reminders for both experienced as well as new managers， so I chose the book for a discussion group of business professionals。 The diversity of the topics includes everything from work life balance to influence and communication。 These articles are written by experts and provide a great framework for expanding an individual's knowledge on basic management topics。 。。。more
Cat
，
Good crash course on all the aspects of management。 Good primer to debunk the most common myths of management for complete first-timers。 Management is more of a science than an art， and this book was a decent "Sparknotes" before stepping into the laboratory。 Good crash course on all the aspects of management。 Good primer to debunk the most common myths of management for complete first-timers。 Management is more of a science than an art， and this book was a decent "Sparknotes" before stepping into the laboratory。 。。。more
KayJay
，
HBR had done a good job combining past articles on the subject。 I think many parts of the book resonated well with me， perhaps because I went through many of the described scenarios as a newly promoted manager。 This book needs to be re read again to allow the concepts to sink well。 Whether you are a newly promoted manager or a curios onlooker， this is a good a material to read。
Doug Bradbury
，