What to do When you Become the Boss
by Bob Selden
Published by Outskirts Press
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Reviewed by Muhammed Hassanali
Almost all “How to” business books rest on the author’s perception of behavior theory, and the most effective way of creating conditions that invoke the required behavior. Sheldon’s book is not different. It has twenty-two chapters divided into five broad categories. The introduction strongly recommends that readers read the first two chapters and then are free to read the chapters in whichever order they wish.
The introduction provides a checklist designed to determine the reader’s learning style and guide the reader on how to use the book. While this is a good idea, there really are two distinct categories as far as approaching this book is concerned. The differences between the “activists” and “pragmatists” are so similar as to be the same. The same applies to the “theorists” and “reflectors.”
Each substantive chapter is approximately ten pages long – short enough to read during lunch break, and well organized enough to help readers implement the ideas discussed. Some chapters contain case studies that serve to illustrate one application of the ideas discussed in that chapter. Each chapter has a section titled “How to Implement the Ideas in this Chapter” which provides lists and charts on concretely implementing the ideas discussed.
An underlying assumption is that people are promoted based on their technical abilities, and may not initially have the skills to perform managerial tasks. This assumption it is less true today. Most medium and large organizations take steps to build managerial skills in their leaders (even those at the supervisory level). In addition, business schools focus on building leadership and managerial talent in their graduates. In highly technical departments, managers have less technical ability than the ones they manage. However, this book does fill an obvious need in some organizations.
The chapters are light on theory and do not always provide adequate references for those seeking to gain a deeper understanding. The writing style is fluid and highly readable. However, the text would have benefitted from the services of an editor. The content is well organized and from the perspective of a “how to” book is useful for new managers seeking to improve themselves.
Armchair Interviews says: A book useful to new managers.
Book Website: http://www.WhenYouBecometheBoss.com