Page 202 - HBR's 10 Must Reads for New Managers

INDEX

relationship building, 5, 8–9, overloading, 49
13–14, 18 power sharing with, 12–13
resource allocation, 67 relationships with, 5, 8, 13–14,
revealing strategy, in high-intensity 119–120
workplaces, 54–55, 57 transferring initiative to, 161–162
right-brain thinking, 178 trust building with, 154
role models, 109–110, 169, 177–178 wariness of, 10
rookie managers. See new managers work styles of, 118, 122–123,
127–128
See also employees
sales executives, evaluation of, 175 subteams, 29
scarcity, 65, 75–76 success
self-awareness, 81, 82, 84, 85, creating conditions for, 15
88–89, 123–124 organizational, 18
self-confidence, 89 superiors
self-image, 112 assistance from, 16–18
self-imposed time, 151–163 relationship building with, 8–9,
self-regulation, 81, 82, 84, 89–92 115–131
self-understanding, 123–126 See also boss(es)
similarity, 63–64 system-imposed time, 151, 156
social media, 103
social proof, 64, 68–69
social skill, 81, 83, 84, 97–99 tactician, 168, 170–171
Socrates, 73 team building, 13–14, 20, 30, 36
specialists, 166–169 team culture, 14
staff development, 46 team members
status updates, 154 assessment of, 24–26
strategic meetings, 30 collaboration by, 23–24
strategic networking, 134, 135, 136, expectations for, 22–23
140–147 one-on-one meetings with, 24
strategic thinking, 39, 44–46, qualities in, 21, 22–23
170–171 replacing underperforming, 26
strategists, 168, 170–171 roles of, 22–23
subordinate-imposed time, 151–163 teams
subordinates accelerating development of, 32–
control of, 4, 12–13 33
information flow between boss alignment of, 28–29
and, 129–130 assessing, 20–26
managing, 10 composition of, 26–27
mutual dependence between boss empathy and, 95
and, 119–120, 124 group dynamics, 32
mutual expectations and, 128–129 integration, 31–32

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