Just Promoted!

How to Survive and Thrive in Your First 12 Months as a Manager

Edward Betof, Frederic Harwood

Publisher: McGraw-Hill, 1992, 273 pages

ISBN: 0-07-005073-2

Keywords: Management

Last modified: July 22, 2021, 3:55 a.m.

Everything you need to know to confidently assume a first or new management position.

It's not always easy to make a smooth transition from subordinate, outsider, or peer to new boss. Here's a book that prepares you for all the challenges you'll be facing in your crucial first year as a manager. From moving in… to achieving any impact… to handling the stressin your family and personal life, Just Promoted! arms you with all the advice you need to be firmly in control from day one on the job. Discover how to:

  • Make a favorable first impression with your staff
  • Quickly assess your area to see what works and what needs to be changed
  • Clarify your boss's expectations and establish good lines of communication
  • Avoid career-damaging pitfalls in the critical first few months
  • "Seed" your vision within the company
  • Achieve a harmonious balance between your new responsibilities and your family life
  • And much more!
    1. Introduction to Your First Year
      • Just Promoted! An Introduction to Your First 12 Months as a Manager
      • Seven Assumptions
      • Overview of the Book
      • Quick Remainders to Keep You on Track
  • Part 1: Moving In: Establishing Yourself in Your New Assignment
    1. Entering the Organization
      • The First Meetings with Your Staff
        • First Impressions: A Personal Introduction to the Department
        • From I to We and Our
        • The Unsuccessful Candidates
        • Personally Connecting with People
        • The First Week
        • Exiting Gracefully
      • Establishing Ground Rules and Communications with Your Boss About the Transition Process
      • Learning Your Job
        • Your Predecessor and Key Staff
        • Other Sources of Information
        • Early Resentment: Piranhas and Icebergs
      • Becoming an Organizational Advocate
      • Raising Expectations, Hopes, and Personal Empowerment
      • Empowering Relationships: A Self-Concept Approach to Managing People
        • Communication as an Empowering Experience
        • How an Empowering Leader Views Others
        • Example of Empowering and Diminishing Behaviors
        • Creating the Conditions for Optimal Performance
      • Quick Remainders to Keep You on Track
    2. Entering Your Boss's World
      • Why Were You Hired?
      • Clarifying Your Role and Expectations: A Perception Check with Your Boss
      • "Contracting" with Your Boss
      • Helping Your Boss Be a "Star"
      • Understanding Your Boss's Responsibilities and Preferences
      • Quick Remainders to Keep You on Track
  • Part 2: Achieving an Impact on the Organization
    1. Beginning to Craft Your Vision and Direction
      • Caterpillars and Spotlights: The Concept of Organizational Vision
      • Seeding Your Vision in Your Organization
      • The Importance of the Group's Quest for Vision
      • Key Planks in Your Platform
      • Acting Consistently: Developing Good Public Relations for Your Positions
      • Questions to Consider
      • Quick Remainders to Keep You on Track
    2. The Diagnostic Process: The Importance of Good Organizational Information
      • Positioning the Diagnosis Within the Overall Problem-Solving and Transition Management Process
      • The Diagnostic Process
      • Appointing a Steering Committee
        • Designating Support and Consultative Resources
        • Issuing the Steering Committee's Mission and Scope of Authority
        • Developing the Timeline and Critical Events Calendar
        • Identifying Critical Resources
        • Organizing Task Forces
        • Developing Rules for the Functional Members of the Department
      • The Hazards of the Process
      • Quick Remainders to Keep You on Track
    3. Assessing Your Organization's Health
      • The Nine-Target Model: The Indicators of Vision
      • Target 1: The Mission Statement, Planning, Goals, Objectives, Policies
      • Target 2: Leadership, Delegation, Accountability, Control
        • Leadership Quality
        • The Informal Power of Your Leaders
        • An Efficient Reporting Structure
      • Target 3: Politics, Power, Culture
        • Formal and Informal Influence
        • Climate and Culture
        • Values and Beliefs
      • Target 4: Recognition, Rewards, Incentives
      • Target 5: Relationships, Communication, Teamwork
      • Target 6: Competency, Training, Performance Management, Recruitment, Staffing Levels, Retention
        • Competency of Your Managers and Work Force
        • Performance Management
        • Recruitment and Staffing Levels
        • Retention
      • Target 7: Resources (including Financing and Capital), Equipment and Supplies, Data Management
      • Target 8: Enabling Mechanism — Work-Flow Systems, Procedures, Work Locations
      • Target 9: External Factors — Laws, Regulations, Community, Social or Economic Conditions
      • Findings, Conclusions, and Recommendations
      • Summary
      • Quick Remainders to Keep You on Track
    4. Selecting, Building, and Developing Your Work Team
      • Four Team-Building Scenarios
        • Scenario A
        • Scenario B
        • Scenario C
        • Scenario D
      • A Conceptual Model for Selecting Your Management Work team
        • Defining the Job
        • Determining What the Individual Brings to the Position and Management Team
      • Deciding Whether to Keep Everyone
      • Building a Strong Work Team and Strong Teamwork
        • A Winning Team
        • Common Characteristics of Well-Functioning Work Teams
        • Team-Building Experiences
        • Situation in which Team Building Is Most Useful
        • Guidelines for Team Development
      • Training and Developing Your Work Team
        • Rationale
        • Training and Development Guidelines
        • Types of Training and Development
        • Coaching and Counselling Process
      • Summary
      • Quick Remainders to Keep You on Track
    5. From Resistance to Renewal: Building Your Management Team's Commitment
      • What You Should Know About Your Organization's Culture: A Prerequisite to Organizational Renewal
      • Why People Resist Organizational Change
      • Key Behaviors and Principles of Effective Organizational Change Effort
      • The Big Three Implementation Strategies
      • Learning from Failed Organizational Efforts
        • Lack of Senior Level Support
        • Perpetuation of Win-Lose Behaviors
        • Inadequate Involvement of All Levels of Employees
        • Inability or Unwillingness of Employees to See the Big Picture
        • Falling Victim to Entropy
        • Insufficient Attention to and by First-Line Managers and Supervisors
        • Inappropriate Levels of Expectation
        • Anticipating the Politics of Change
        • Your Personal Political Inventory
        • Next Steps
      • Quick Remainders to Keep You on Track
    6. Settling into Your Renewing Organization
      • Preventing Future Stagnation
      • Fine-Tuning Your Leadership Role and Your Organization
      • SOARING: Sharpening the Way You Think About Your Work and Personal Life
        • Superior Leadership
        • Opportunities to Succeed Abound
        • Achievement Requires a Positive Mindset
        • Reenergizing Your Approach
        • Avoiding the Common Pitfalls
        • Achieving Your Goals as a Leader
        • Gaining an Understanding of the Impact of Moving Up
      • Quick Remainders to Keep You on Track
  • Part 3: Managing the Impact of Moving Up on Your Family and Personal Life
    1. Up Close and Personal: The Impact of Moving Up on Your Family, Health, and Time
      • The Personal Basis of Moving Up
        • The Case of Bob and Linda Doyle
        • Typical Areas of Personal Conflict
      • The Six Key Principles of Managing the Impact of Moving Up on Your Family, Health, and Time
        • Principle 1: Personal Wellness, Family Health, and Work Effectiveness Are Strongly Interdependent. Understanding How Personal, Family, Work Systems Interact Will Help You Better Manage the Process of Moving Up.
        • Principle 2: Major Job Changes Often Can Trigger Major Life Changes. The Potential and Actual Impact of These Changes Is Best Addressed Through careful Individual and Family Reflection, Communication, and Clarification of Personal and Family Priorities and Values.
        • Principle 3: Managers Who Are Moving Up Are in a State of Transition. The Process of Transition Can Be Understood and Effectively Managed by Individuals and by Families.
        • Principle 4: Health and Well-Being In One's Personal, Family, and Work Life Affects and Is Affected by Levels of Stress and Distress.
        • Principle 5: Mutual Understanding, Support, Fairness, and Responsible Collaboration Within Dual-Career Families or with Partners Are Essential for Leaders on the Rise.
        • Suggestions for Helping Dual-Career Families Cope during Periods of Transition.
      • Quick Remainders to Keep You on Track
    2. Achieving a New Life Balance
      • Spending Your Time: Your Real and Ideal Self
      • Your Personal Values Ranking
      • Your Personal Time Inventory
        • Instructions
      • A Personal Implications Check
      • Striving for Balance: A Personal Action Plan
        • My Personal Action Plan
      • Summary
      • Quick Reminders to Keep You on Track


Just Promoted!

Reviewed by Roland Buresund

OK ***** (5 out of 10)

Last modified: May 21, 2007, 3:09 a.m.

An OK career guide.


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