The First-Time Manager

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Loren B. Belker. The First-Time Manager

Preface to the Sixth Edition

Acknowledgments

Introduction

PART ONE. So You’re Going to Manage People

1. The Road to Management

2. Starting Out

3. Building Trust and Confidence

4. Show Your Appreciation

5. Being an Active Listener

6. The New Manager’s Job and Pitfalls to Avoid

7. Dealing with Your Superiors

8. Choosing a Managerial Style of Your Own

PART TWO. Tackling Your New Duties

9. Building a Team Dynamic

10. Managing Problem Employees

11. Hiring and Interviewing

12. Training Team Members

13. Managing Change: Dealing with Resistance

14. Disciplining the Employee

15 “Oh My God! I Can’t Fire Anyone!”

16. Having a Legal Awareness

PART THREE. Working with People, Building Relationships, and Managing Risks

17. No Secrets

18. The Human Resources Department

19. The Current State of Loyalty

20. Is There Such a Thing as Motivation?

21. Understanding Risk Inclination

22. Encouraging Initiative and Innovation

23. Improving Outcomes

24. The Generation Gap

PART FOUR. Job Descriptions, Performance Appraisals, and Salary Administration

25. Writing Job Descriptions

26. Doing Performance Appraisals

27. Salary Administration

PART FIVE. Improving and Developing Yourself

28. Having Emotional Intelligence

29. Developing a Positive Self-Image

30. Managing Your Own Time

31. The Written Word

32. The Grapevine

33. Your Best Friend: Delegation

34. A Sense of Humor

35. Managing, Participating in, and Leading Meetings

36. Taking Center Stage: The Role of Public Speaking in Your Career

PART SIX. The Complete Person

37. Coping with Stress

38. Having Balance in Your Life

39. A Touch of Class

Conclusion

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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.”

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Most – you hope the majority – will adopt a wait-and-see attitude. They’re not going to condemn or praise you until they see how you perform. This attitude is healthy and all you really have a right to expect.

Initially you will be measured against your predecessor in the position. If that person’s performance was miserable, yours will look great by comparison even if you’re mediocre. If you follow a highly capable performer, your adjustment will be tougher. Before you begin thinking it’s best to follow a miserable performer, consider the load of tough problems you’d be inheriting from your inept predecessor, which is why he’s no longer there. It will be difficult but potentially quite rewarding, if you’re up to the challenge. The highly capable predecessor is probably gone because she was promoted. In either case, you have a big job ahead of you.

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