HBR work smart series

"Work smart: tips for navigating your career."

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? 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. Be the boss people want to work for

Introduction: So now you're a manager... : buckle up, you're about to change / by Jennifer Dary -- section 1. Establishing yourself as a leader: When your employees have more experience than you : you belong in the seat you're occupying / by Jodi Glickman ; How to determine your work style as a manager : developing self-awareness is key to your success / by Claire Hughes Johnson ; Lessons from a first-time, first-generation manager : use your strengths to build a foundation of confidence / by Kela Lester -- section 2. Building relationships and trust: Encouraging your team to be open with you : they should feel free to voice their opinions... and frustrations / by Amanda Reill ; Five ways leaders (accidentally) erode trust : earning it takes time / by Ron Carucci ; When you can't be transparent with your team : balance your values with your actions / by Ramona Shaw -- section 3. Setting team norms: Dear manager, you're holding too many meetings : and it's disempowering your team / by Benjamin Laker, Vijay Pereira, Ashish Malik, and Lebene Soga ; Don't let poor communication slow down your team : bring your people together, emotionally and operationally / by Gleb Tsipursky ; What to do when your team's vibe is off : it may be time for a reset / by Liane Davey -- section 4. Developing your employees: Do you know what motivates your team? : ask these three questions to get to the core / by Rik Nemanick ; How to stop micromanaging and start empowering : tell people the results you want to see, not how to achieve them / by Lia Garvin ; A better way to develop and retain top talent : are you giving your employees enough opportunities to learn? / by Margaret Rogers -- section 5. Giving feedback: You're a leader now, not everyone is going to like you : popularity doesn't matter, doing the right thing does / by Martin G. Moore ; Mistakes managers make when giving feedback : how to go from critic to coach / by Brooke Vuckovic ; Why employees need both recognition and appreciation : one is about what people do, the other is about who they are / by Mike Robbins ; Managing an underperformer who thinks they're doing great : close the gap... without crushing their spirit / by Liz Kislik -- section 6. Managing your well-being and growth: How leaders can get the feedback they need to grow : solicit radical candor / by Kim Scott, Liz Fosslien, and Mollie West Duffy ; How managers can make time for their own development : balance the day-to-day with long-term goals / by Helen Tupper and Sarah Ellis ; You don't have to put yourself last : your well-being should be your number one priority / by Nataly Kogan