Being The Boss

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Are you the boss you need to be? As good as your firm expects you to be? Good enough to have real impact and influence? Good enough to achieve your career aspirations? Managing and Leading, The Two Sides Of being the boss, me difficult—and growing even harder. You must get the best from your people in a tough environment, meet the ever-rising expectations of your organization, satisfy increasing customer demands, and on top of all that, prepare yourself for greater challenges. How are you doing? As you've surely discovered, becoming a great boss is a journey of years, not weeks or months. Being the Boss can help, no matter where you are on your journey. In these pages, ' Harvard Business School's Linda Hill and manager and executive Kent Lineback combine six decades of research, teaching, practice, and observation to provide the insights and information you need to move forward. Hill and Lineback explain why most managers get stuck along the way. Some are content with just getting by. But most : stop making progress because they don't understand how to become a great boss, what great bosses actually do, or where they currently stand compared to where they should be. Being the Boss provides this crucial understanding. At its heart are the three imperatives—manage yourself, manage your network, manage your team—that capture the essentials of being a great boss in today's changing organizations. To master the imperatives, you must assess yourself constantly. In this book, the authors show you how to measure yourself against what's required. At the end, you will clearly understand your strengths, where you need to make progress, and how to move forward. Whether you're new or experienced, Being the Boss will serve as your essential guide in determining where you are on your journey to become the great boss you need to be—fur your firm, your people, and yourself. About The Author Linda A. Hill, Wallace Brett Donham Professor of Business Administration at Harvard Business School, chairs the HBS Leadership Initiative; headed the team that developed HBS's required MBA leadership course: and has chaired several HBS executive education courses, including the High Potentials Leadership Program. She is the author of Becoming a Manager and numerous Harvard Business Review articles and Harvard Business Publishing corporate learning modules. Kent Lineback, now a writer andcollaborator, spent nearly thirty years as a manager and executive in business and government. lie is the coauthor (with Kandy Komisar) of the bestseller The Monk and the Riddle. Table Of Contents Acknowledgments Why We Wrote This Book Introduction: Where Are You on Your Journey? 1 Your 3 Imperatives as a Manager PART ONE: Manage Yourself 2 I'm the Boss! 3 I'm Your Friend! 4 Can People Trust You7 Port One Summary: Where Are You on Your Journey? PART TWO: Manage Your Network 5 Understand the Reality of Your Organization 6 Weave Your Own Web of Influence 7 Pont' Forget Your Boss Part Two Summary: Where Are You on Your Journey? PART THREE: Manage Your Team 8 Define the Future 9 Be Clear About How Your Team Works 10 Your Team Members Are Individuals Too 11 Manage Through Your Daily Work Part Three Summary: Where Are You on Your Journey? 12 Completing Your Journey Epilogue Appendix Reynolds Education Organization Chart and List of Characters Notes Selected References Index

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