First-Time Manager

As a new manager, you've been given a huge opportunity--one you can't afford to waste through trial and error. This go-to resource teaches first-time managers everything they need to know to tackle challenges and take on new and unique responsibilities. Written in an inviting and accessible style, The First-Time Manager spans essential and immediately applicable topics like hiring and firing, motivating your team, conducting performance reviews, and overcoming resistance. Detailed examples and clear action steps round out these lessons, equipping you with the wisdom to succeed and bolster your team's bottom line results. The revised sixth edition expands on decades of trusted, classic business advice for newcomers, including new material on increasing employee engagement, encouraging innovation and initiative, helping team members optimize their talents, improving outcomes, and distinguishing yourself as a leader. Packed with honest explanations and nitty-gritty details on the realities of managing people, The First-Time Manager will help you navigate any kind of people problem like a pro and hit the ground running in your new management role.

Every manager must be prepared to face tough situations that management training never warned them about. This is the go-to resource for handling everything from a disruption in workflow to managing a hostile workplace, and even handling an international pandemic. As a manager, you are prepared to face any challenge when it comes to the work at hand, but you may not be ready to overcome a hostile work environment, a catastrophic disruption in workflow, or any other of a multitude to challenges that can arise, seemingly from nowhere. Paul Falcone, author of 101 Tough Conversations to Have with Employees and HR and leadership expert will help you master unforeseen challenges in the workplace, including: • Individual Crises: Whether issuing disciplinary actions, losing a key member of the team, delivering bad news to your boss, or even being set up for retaliation, there are steps you can take to overcome these challenges. • Departmental or Team Crises: Inheriting a new team can be tough and, even worse, handling internal disputes can cause a serious disruption in workflow and impact a team's energy. • Company Crises: When the company faces challenges, they often pass that stress to managers. As a manager, you must maintain a positive environment and it's not as difficult as you think. • Social and Global Crises: You must master the skills of listening, stress management, and knowing how to navigate your own emotions during any global crisis. This timely follow-up to the go-to manual for management training, The First-Time Manager, will teach you how to face tough situations you never expected to face.

The First Time Manager Series has sold over 500,000 copies and is a go-to guide for new and aspiring sales managers on what to expect and how to succeed. The jump from sales superstar to sales manager has made or broken many a sales career. As a top-performing sales professional, you know how to own your calendar, focus your energy, create opportunities, navigate the sales process, negotiate, and close deals. Yet, if you are like most new sales managers, there is still so much you don't know and that can trip you up if you aren't careful. Luckily, Mike Weinberg knows the pitfalls to avoid, and mindset changes needed to successfully make the leap. This powerful new resource contains candid guidance on how to master your expanded responsibilities like a pro: • Know Your Role: You have been entrusted with the most critical job in your business. • Cultivating the Manager Mindset: Your new role is very different from your old role, and it requires an all-new mindset. • Pivoting from Winning on Your Own to Winning through Your People: Master the major transition from individual contributor to manager. • Lead Your Team: Bad things happen when you attempt to do your people's jobs. It's a habit many new sales managers fall into but it's a lose-lose proposition. Learn how to lead, coach, and hold your salespeople accountable, instead of the unsustainable and unscalable approach of trying to do their jobs for them! • Be a Leader: Learn proven strategies to influence and engage. (Hint: this cannot be accomplished via email on your computer.) Don't let your promotion become a trial by fire. Turn to this book to hit the ground running.