What To Do When You Become The
Boss: How new managers become
successful managers by Bob Selden
Easy Reading, Very Useful
A self-help book for people about to move into their first management role.
The author Bob Selden, has been a manager and coach of managers for
over 30 years, so the book is very practical and easy to follow. It allows the
new manager to access the topics at their own pace and according to their
own particular learning style. Actual cases show how various concepts,
models, techniques and strategies have been successfully implemented.
Each chapter has both a How to implement straight away checklist and
Action plans for the longer term so the new manager can take action
immediately and also plan for the future. What To Do When You Become
The Boss covers the full range of skills required of the new manager (in
fact any manager) - leading, managing, motivating, team building, decision
making, delegating, recruiting (and firing), managing performance,
meetings, influencing others and managing boss and self.

Personal Review: What To Do When You Become The Boss:
How new managers become successful managers by Bob
Selden
What To Do when You Become the Boss by Bob Selden is a practical,
step by step guide on how to survive the transition from employee to
someone others report to. These types of books by their nature often have
to make assumptions about your learning style and the situation you're in.
Bob really does go above and beyond by trying to have his book meet all
needs. To begin with, he has you determine if you are an activist,
pragmatist, theorist or reflective learning style. He then gives you a step by
step guide on how to "hop chapters" to find the information you most need.
I admit that I would find it very hard to jump around - I wanted to start from
the beginning and read through chapter by chapter. But maybe that's just
an indication of my personal style. Maybe someone else would really enjoy
the chapter leaping :)
Bob says that you need to balance leading, managing and operating.
Leaders don't just "happen" - they need to be *chosen*. I.e. if your
followers are unwilling to follow you, then you really aren't a leader. A
leader needs to help his followers understand their tasks, provide direction
provide belief in what they're doing and help enable them. Bob also
comments that leading is path finding, while managing is path minding.
Bob talks about these generalities - but he also gets down to specifics as
well to help you in each area. He recommends you find concrete, specific
things to praise your employees for - they appreciate this much more than
one might imagine. Also, when discussing problems, avoid the word "but".
Also avoid the word "you". Phrase things with "I" - such as "I was
disappointed in the quarterly report, and I think together we can find a way
to improve this." Always discuss the ACTION that needs to be fixed - not
the person.
Other specific suggestions really do seem helpful. He suggests setting
Outlook to open to the task view - not to email which might distract you
from your tasks. He suggests turning off the pop-up reminders of new mail
and the associated sounds. That being said, he talks about only checking
on mail for a brief time in the afternoon. I would never survive managing
my web businesses if I ignored my mail all morning long :)
Finally I did find it a little annoying when he constantly recommends you
buy copies of the book for friends and family and discuss the book with
them. Talk about viral marketing! If you have the book you've probably
already bought one copy. Now he's telling you to go out and triple his sales
by yourself? That just seemed wrong to me.
Still, there's a lot of great information in here, and rather than buying a
copy for a friend, I'm going to give them MY copy :)

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