N0 B00K HAS CAPTURED the trials and traumas of the transition from star performer to competent manager better than Linda Hill's classic Becoming a Manager. In tracing and analyzing the experiences of nineteen new managers, Hill reveals the profound complexity and difficulty of the process of developing into a manager. In their own distinct voices, these managers describe how they reframed their understanding of their roles and responsibilities and how they coped with the stresses and emotions of the transformation--in essence, how they were able to take on a new identity. Now, in a substantially expanded second edition, the author offers concrete advice on the crucial issues of dealing effectively with organizational politics and developing and leading diverse teams in times of change, as well as on how managers can prepare themselves to lead over the course of their careers.

Preface to the Second Edition

 Preface

 Introduction

I Learning What It Means to Be a Manager

1  Setting the Stage

2  Reconciling Expectations

3  Moving Toward a Managerial Identity

II Developing Interpersonal Judgment

4  Exercising Authority

5  Managing Subordinates' Performance

III Confronting the Personal Side of Management

6  Gaining Self-Knowledge

7  Coping with the Stresses and Emotions

IV Managing the Transformation

8  Critical Resources for the First Year

9  Easing the Transformation

V Dispelling the Myths of Management

10 Exercising Influence Without Formal Authority

11 Building an Effective Team

12 Learning for a Lifetime

Epilogue: Creating a Culture of Leadership and Learning

Appendix

Notes

Selected Bibliography

Index

About the Author