Page 201 - HBR's 10 Must Reads for New Managers

INDEX

negative feedback, 106, 108 outsight, 109
neocortex, 86 overdependent behavior, 125–126
networking, 106, 133–149
commitment to, 148–149
mind-set for, 145–146 passing strategy, in high-intensity
operational, 134, 135–138, 140 workplaces, 52–54, 57
outside-inside connections, pattern recognition, 171
146–147 peers
personal, 134, 135, 136, 138–141 assistance from, 16–18
strategic, 134, 135, 136, 140–147 relationship building with, 8–9
time for, 147 people skills, 23
networks performance bar, 93
contributing to, 147–148 performance goals, 110–111
leveraging your, 137, 145 performance reviews, 88
neurotransmitters, 86 personal leadership style, 104–105
new managers personal lives, 49–50, 52,
challenges for, 1–6, 35–36 57–58, 59
coaching for, 35–36, 44, 142–143 personal narratives, 112
constructive feedback and, 39, personal networking, 134, 135, 136,
46–48 138–141
learning to delegate and, 36–40 persuasion
misconceptions of, 5–17 authority and, 65, 72–75
mistakes by, 6, 16 consistency and, 65, 69–72
projection of confidence by, ethics and, 77–78
38–39, 42–44 liking and, 62–66
skill development in, 35–48 natural talent for, 61
strategic thinking by, 39, 44–46 reciprocity and, 64, 66–68
support from boss for, 16–18, 38, research on, 72–73
40–42 scarcity and, 65, 75–76
transition period for, 1–18 science of, 61–78
in unfamiliar role, 104–105 social proof and, 64, 68–69
nonwork identity, 56–58, 59 playfulness, 108–112
power, of managers, 4, 9–12
praise, 64, 65–66
Oncken, Bill, 158–160 problem solver, 169, 174, 176
operating model, for team, 29–30 professional development,
operational meetings, 30 142–143, 173
operational networking, 134, professional identity, 6, 52
135–138, 140
optimism, 93
organizational change, 14–16, 174 rapport building, 97
organizational structure, 172–174 reciprocity, 64, 66–68

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