Skip navigation
The First-Time Manager
Book

The First-Time Manager

AMACOM, 2005
First Edition: 1987 more...

Buy the book


Editorial Rating

8

getAbstract Rating

  • Applicable

Recommendation

Many rookie managers feel like imposters until they grow into their jobs, but if you are scaling that learning curve, help has arrived. Authors Loren B. Belker and Gary S. Topchik provide managerial coaching for new occupants of corner offices (or, at least, of cubes with windows). The text provides novice managers with concrete examples, solid discussions, helpful suggestions and insights on a wide menu of corporate challenges. Although the book is redundant in spots, and needs more extensive chapter summaries, it is a terrific tutorial for managers. getAbstract recommends this book to everyone in managerial slots, especially those who just arrived.

Summary

The Rookie

The good news: You’ve been promoted to management. The bad news: Not everyone wishes you well. What’s more, your company may not provide the training or the tools that you need as a first-time manager. The challenge is daunting, but you will handle the office maze much more capably if you keep the following concepts in mind:

  • Managing a team significantly differs from being the team superstar.
  • As the team captain or manager you should keep your eyes on the entire field. Don’t get lost in minor league details.
  • Successful managers learn to delegate.
  • Leaders motivate; office dictators often fail.

The Welcome Mat

In addition to a new office and a new title, you may also encounter jealousy, hidden agendas, pointless flattery and resistance. Fortunately, most staff members regard new managers with a "wait-and-see" attitude, which is a healthy, balanced approach to change. Patience and restraint will serve you well as you proceed. From the beginning, don’t bark out commands from your new dugout, be aware of not talking more than you listen, try not to become falsely friendly with new reports and never turn into a ...

About the Author

Loren B. Belker, an official at a major insurance company for nearly three decades, also wrote the four earlier editions of The First-Time Manager. Gary S. Topchik, managing partner of a management development consulting firm, also wrote The Accidental Manager and Managing Workplace Negativity.


Comment on this summary

  • Avatar
  • Avatar
    E. S. 6 years ago
    Useful information to improve your self in managment
  • Avatar
    A. O. 8 years ago
    Thanks very much to Loren B. Belker for this great learning resource.
  • Avatar
    L. W. 1 decade ago
    As a first time manager, you need to go out of your comfort zome, and more focus on peope, not your own tasks

More on this topic

Related Skills

Advance Your Career
Attract and Recruit Talent
Be Emotionally Intelligent
Become a Self-Driven Learner
Career
Develop Team Members
Drive Team Performance
Enhance Customer Experience
Foster a Culture of Innovation
Human Resources
Innovation
Lead Ethically
Live Well
Make Good Decisions
Manage Change
Manage Learning and Development
Marketing
Master Collaboration
Master Interpersonal Skills
Navigate Leadership Challenges
Optimize Workforce Performance
Personal Growth
Plan and Strategize Your Sales
Promote Diversity, Equity, and Inclusion
Sales
Search for a Job
Shape Organizational Culture
Strengthen Team Collaboration
Understand Organizations
Workplace Skills
Facilitate Discussions
Enhance Employee Experience
Understand Leadership Approaches
Manage Teams and Departments
Onboard New Hires
Executive Leadership
Lead Yourself
Manage Employee Relations
Solve Problems
Drive Change Without Authority
Dismiss Employees
Drive Project Management
Foster Ownership in Others
Have Effective Meetings
Understand Human Behavior
Coach People
Management
Motivate Your Team
Communicate Effectively
Cultivate Positivity
Promote Creativity
Practice Humility
Manage Your Leadership Impact
Manage People and Talent
Build Team Cohesion
Manage Performance
Set Performance Standards
Delegate Effectively
Finalize Hiring Decisions
Master Business Etiquette
Create a Sense of Belonging
Practice Transformational Leadership
Be Authentic
Navigate Office Politics
Define Roles
Lead through Change
Leadership
Integrate Customer Feedback
Implement Training Programs
Deal with Difficult People
Foster Open Communication
Foster Team Culture
Manage Sales Teams
Support Others
Listen Well
Facilitate Group Ideation
Handle Grievances
Ace Job Interviews
Dare to be Vulnerable
Show Empathy and Compassion
Conduct Candidate Interviews
Evaluate Candidates
Practice Gratitude
Conduct Performance Reviews
Be Coachable
Learn from Feedback
Soft Skills
Succeed in a New Job
Manage Up
Practice Servant Leadership
Build Psychological Safety
Gain People's Trust
Administer Disciplinary Actions
Provide Feedback