Page 200 - HBR's 10 Must Reads for New Managers

INDEX

influence management responsibilities,
horizontal, 68–69 adjusting to, 1
of managers, 11–12, 13 management time, 151–163
information boss-imposed, 151, 156
exclusive, 65, 76 self-imposed, 151–163
flow of, between boss and system-imposed, 151, 156
subordinates, 118, 129–130 managers
preferred method for receiving, authority of, 4, 7–12
127 becoming leaders, 165–179
integration, of team, 31–32 challenges for, 1–6
integrator, 168, 169–170 as change agents, 14–16
integrity, 92 in high-intensity workplaces,
interdependencies, 8–9, 13, 29–30 49–59
international assignments, 172 misconceptions of, 5–17
introspection, 108 power of, 4, 9–12
smoothly running operations
and, 14–16
judgment, 23 transitions for new, 1–18
just-in-time coaching, 44 See also leaders; new managers
maturity, 86
McClelland, David, 85
leaders McGuire, William, 72
authenticity and, 101–113 meetings
emotional intelligence of, 79–99 drop-by, 42
functional, 169 frequency of, 30
learning to be, 6 lunch, 41–42
managers becoming, 165–179 with team members, 24
networking by, 133–149 types of, 30
leadership mental stimulation, 171
enterprise, 165–179 mentors/mentoring, 5, 17–18,
styles, 104–105 52, 96
team, 19–33 mind-set
learning, 110–111 for networking, 145–146
learning meetings, 30 strategic, 170–171
left-brain thinking, 178 misconceptions, about manage-
level shifting, 171 ment, 5–17
life stories, 112 mistakes, by new managers, 6, 16
liking principle, 62–66 motivation, 81, 82, 84, 92–94
limbic system, 86 multicultural environments, 111
loss language, 75–76 multifaceted identity, 56–58
low self-monitors, 104–105, 106, 110 mutual dependence, 119–120, 124
lunch meetings, 41–42 mutual expectations, 118, 128–129

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