People, Performance, and Succeeding As a Manager / Harvard Business Review Press.

Format:

Book

Author/Creator:

Harvard Business Review Press, author.

Series:

HBR work smart series.

HBR Work Smart Series

Language:

English

Subjects (All):

Leadership.

Management.

Executive ability.

Industrial relations.

Interpersonal relations.

Physical Description:

1 online resource (206 pages)

Edition:

First edition.

Place of Publication:

Boston, Massachusetts : Harvard Business Review Press, [2025]

Summary:

Be the boss people want to work for. Being a manager is no easy task. You must measure and track your team members' performance toward goals and objectives while also providing opportunities for growth and development. You have to be empathetic to your team's needs and concerns while also maintaining your authority. How do you navigate these tensions? People, Performance, and Succeeding as a Manager is filled with practical advice from HBR experts who can help you answer these and other questions like: How do I earn the trust of my team? When and how should I deliver constructive feedback? What's the best way to motivate my employees? How can I take care of myself so I don't burn out? This book will help you figure out what kind of manager you want to be so that you can feel comfortable in your role, encourage the success of your people, and grow in your own career. Rise faster with quick reads, real-life stories, and expert advice. The HBR Work Smart Series features the topics that matter to you most in your early career, including being yourself at work, collaborating with (sometimes difficult) colleagues and bosses, managing your mental health, and weighing major job decisions. Each title includes chapter recaps and links to video, audio, and more. The HBR Work Smart Series books are your practical guides to stepping into your professional life and moving forward with confidence.

Contents:

Intro

Contents

Introduction

Part 1: Establishing Yourself as a Leader

Ch. 1: When Your Employees Have More Experience Than You

Ch. 2: How to Determine Your Style as a Manager

Ch. 3: Lessons from a First-Time, First-Generation Manager

Part 2: Building Relationships and Trust

Ch. 4: Encouraging Your Team to Be Open with You

Ch. 5: Five Ways Leaders (Accidentally) Erode Trust

Ch. 6: When You Can't Be Transparent with Your Team

Part 3: Setting Team Norms

Ch. 7: Dear Manager, You're Holding Too Many Meetings

Ch. 8: Don't Let Poor Communication Slow Down Your Team

Ch. 9: What to Do When Your Team's Vibe Is Off

Part 4: Developing Your Employees

Ch. 10: Do You Know What Motivates Your Team?

Ch. 11: How to Stop Micromanaging and Start Empowering

Ch. 12: A Better Way to Develop and Retain Top Talent

Part 5: Giving Feedback

Ch. 13: You're a Leader Now. Not Everyone Is Going to Like You

Ch. 14: Mistakes Managers Make When Giving Feedback

Ch. 15: Why Employees Need Both Recognition and Appreciation

Ch. 16: Managing an Underperformer Who Thinks They're Doing Great

Part 6: Managing Your Well-Being and Growth

Ch. 17: How Leaders Can Get the Feedback They Need to Grow

Ch. 18: How Managers Can Make Time for Their Own Development

Ch. 19: You Don't Have to Put Yourself Last

Notes

Index

About the Contributors.

Notes:

Description based on publisher supplied metadata and other sources.

Description based on print version record.

Includes index.

ISBN:

9798892790079

OCLC:

1457637115