Preface to the Sixth Edition

      MY FIRST EXPOSURE TO THIS BOOK WAS WHEN AMACOM Books approached me about updating it. Upon reading this classic, I arrived at four conclusions. The first was that this book is a fantastic resource that has clearly helped countless new managers. The second was that it would be impossible for people to read this book and not improve their ability to manage well, regardless of how long they have been managing. The third was that I would have thoroughly enjoyed sitting down with Loren Belker and Gary Topchik because both our philosophies of management and our general approaches to life are so well aligned. My final conclusion was that improving this extraordinary resource would be a daunting challenge. I felt as though I was being asked to polish an already brilliant gem.

      Having never had the opportunity to meet Loren or Gary led me to feel an even greater obligation to bring their work forward respectfully, add some new insights, and not diminish the value they have provided by their writings. To paraphrase Sir Isaac Newton, if I have provided value “it is by standing on the shoulders of giants.”

      Acknowledgments

      I WOULD LIKE TO ACKNOWLEDGE THE MANAGERS I have encountered and observed throughout my career. Their skills have ranged from extraordinary to horrendous, though I have learned from all of them. To the team members I have had the privilege to lead I say thank you. You have all been sources of enjoyment and learning. To the aspiring managers I have had the opportunity to teach, I applaud you for your thirst for knowledge. Thank you to my editor, Christina Parisi, for entrusting me with the legacy that is this book. And finally, I thank my agent, Maryann Karinch, who knows my skills better than I.

      Introduction

      BY OPENING THIS BOOK, you have set yourself apart and made the clear statement that you desire to improve your management ability. This book was created for you and to assist you in that effort.

      Just as you cannot lead a parade if no one is following, you cannot manage if you don’t have a team to lead. Engrained in this book is the belief that a well-led team will always achieve results that are superior to those of an individual. Consistent with that conviction, this book has been written by a team. Three of us have taken up the challenge – at different times and in our own ways – of seeking to provide you with the best guidance we can muster for a new manager. The results of this joint effort are better because of our collaboration. The same will be true for you if you take to heart the insights you will discover in this book.

      Summarizing thousands of words and hundreds of pieces of advice is nearly impossible. If forced to summarize, we believe the advice in this book centers around two overarching messages: be thoughtful in your actions and always conduct yourself with class. You will never regret either.

      PART ONE

      So You’re Going to Manage People

      Welcome to the exciting and challenging role of manager. Being successful is about valuing, understanding, and guiding the most complex of all systems – people. You will find it more of an art than a science and potentially more rewarding than anything you have ever done.

      1

      The Road to Management

      THERE ARE MANY DIFFERENT WAYS that individuals become managers.

      Unfortunately, many companies don’t go through a very thorough process in choosing those who will be moved into a managerial position. Often the judgment is based solely on how well the person is performing in his or her current position. The best individual contributor doesn’t always make the best manager, although many companies still make the choice on that basis. The theory is that successful past performance is the best indicator of future success. However, management skills are very different from the skills one needs to succeed as an individual contributor.

      So the fact that an employee is a good performer, even though he or she demonstrates a pattern of success, doesn’t necessarily mean the person will be a successful manager. Being a manager requires skills beyond those of being an excellent technician. Managers need to focus on people, not just tasks. They need to rely on others, not just be self-reliant. Managers are also team-oriented and have a broad focus, whereas nonmanagers succeed by having a narrow focus and being detail-oriented. In many ways, transitioning from the role of an individual contributor to a manager is similar to the difference between being a technician and being an artist. The manager is an artist because management is often nuanced and subjective. It involves a different mindset.

      Some companies have management-training programs. These programs vary from excellent to horrible. Too often, the program is given to people who already have been in managerial positions for a number of years. Even experienced managers periodically should be given refresher courses in management style and techniques. If a training program has any merit, however, it should be given to individuals who are being considered for management positions. The training program will not only help them avoid mistakes, it also gives trainees the opportunity to see whether they will be comfortable leading others. A management training program that helps potential managers decide that they are not suited for management has done both the prospective managers and the organization they are a part of a great favor.

      Unfortunately, far too many organizations still use the “sink or swim” method of management training. All employees who move into supervisory positions must figure it out on their own. This method assumes that everyone intuitively knows how to manage. They don’t. Managing people is crucial to the success of any organization; but in too many cases, it is left to chance. Anyone who has worked for any length of time has observed situations where a promotion didn’t work out and the person asked for the old job back. The well-known saying, “Be careful what you wish for, because you just might get it” comes to mind. In many companies, the opportunities for promotion are limited if you don’t go into management. As a result, some people go into management who shouldn’t be there – and they wouldn’t want to be in management if other opportunities existed for salary increases and promotion.

      A series of management seminars was conducted for one company that used an enlightened approach to the problem of moving the wrong people into management. Everyone under potential consideration for a first-line management position was invited to attend an all-day seminar on what is involved in the management of people. Included were some simple but typical management problems. When these candidates were invited to attend, they were told by the company, “If after attending this seminar you decide that the management of people is not something you want to do, just say so. That decision will in no way affect other nonmanagement promotion possibilities or future salary decisions in your current position.”

      Approximately five hundred people attended these seminars, and approximately twenty percent decided they did not want to move into management. After getting a brief taste of management, approximately one hundred people knew they would not make good managers, but they were still valuable employees. Far too many people accept management promotions because they feel (often rightly so) that they will be dead-ended if they reject the promotion.

      Some people believe that if you want something done right, you’d better do it yourself. People with this attitude rarely make good leaders or managers because they have difficulty delegating responsibility. Everyone has seen these people: They delegate only those trivial tasks that anyone could perform, and anything meaningful they keep for themselves. As a result, they work evenings and weekends and take a briefcase home as well. There is nothing wrong with working overtime. Most people occasionally must devote some extra time to the job, but those who follow this pattern as a way of life are poor managers. They have so little faith in their team members that they trust them with only trivial tasks. What they are really saying is that they don’t know how to properly train