Jay Thatcher
New to management and unsure what to do on Monday morning? This book gives you tested methods for running a team well, with clear steps for your opening weeks in charge, your first hard conversation, and every week after. Most people get promoted because they excelled at a different job, and the skills that earned the promotion stop being what the team needs from them. The chapters follow the order in which new supervisors usually hit trouble, so you can read straight through or jump to the problem in front of you today. Each method comes with its origin, a plain explanation of how it works, and examples from workplaces such as Google, where the Project Oxygen study ranked coaching first and technical skill last among the habits of its best bosses. The book covers: - How the job changes once you stop doing the work yourself, the common mistakes of the first 90 days, managing former peers and friends, and building a working relationship with your own boss - Situational leadership and matching your style to each person’s skill and confidence - Active listening, one-on-ones people find useful, and status updates your boss will read - Psychological safety, drawn from Amy Edmondson’s hospital research, plus how to rebuild trust after a breach - SMART goals, OKRs, and the Eisenhower Matrix - Group and individual decision models - What to hand off, how much authority to give with it, and how to check progress without hovering over people - The Situation-Behavior-Impact feedback model - Reviews, recognition, performance improvement plans, HR documentation, and how to carry out a termination when nothing else has worked - Structured interviewing, onboarding, career growth, team conflict, Herzberg and Daniel Pink on motivation, remote and hybrid work, organizational change, and your own stress The reference section adds a timeline of management thinking that runs through Frederick Taylor, the Hawthorne studies, and Peter Drucker, a glossary of terms like span of control and skip-level meeting, worked answers to every end-of-chapter question, and a full list of works cited with recommended readings. Written for: - Newly promoted supervisors and team leads - Strong individual contributors preparing for their next step - Managers a few years in who want structure behind their instincts - HR and training staff who need a ready resource for new leaders The advice stays concrete. If a weekly report takes you two hours and you spend one hour teaching someone else to do it, you come out ahead in week one and free up about 100 hours over the year. Discussion questions at the end of each chapter ask you to apply the material to your own team, so the ideas turn into decisions you can make this week. You don’t need to be the most skilled person on your team to run it well. You need a handful of habits that anyone can learn, and you can start practicing them in your next meeting with a direct report.
