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مدير لأول مرة
More than a quarter of a million copies sold!
182 pages, Paperback
First published January 1, 1978
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About the author
Loren B. Belker
9 books15 followersLOREN B. BELKER(deceased) was an executive in a major midwestern insurance company for nearly 30 years, and the author of The First-Time Manager.
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Displaying 1 - 30 of 216 reviews
August 4, 2008
First published in 1981 and written by Loren B. Belker, the current (5th) edition has been updated by Gary S. Topchik in 2005
I very much like the style in which the book is written – easy and conversational. I also like the complete absence of “management speak” which is such a rarity in many modern management books. The book is also written in a very positive tone – looking to help the manager to motivate, develop and get the best out of people rather than controlling them.
However, this book is an enigma. It has some great management truths, ideas and concepts that have stood the test of time, yet it falls down in how some of these can best be implemented. Three that I found difficulty with were the chapters on Recruitment, Managing Change and Performance Appraisals.
For example, in the chapter on Recruitment, the authors suggest that the most important point to keep in mind when recruiting someone, is to make sure they have the right attitude. Most people would agree with this, yet the three questions they suggest to use to test for “attitude”, i.e.
- What did you like most about your last job?
- What did you like least about your last job?
- How do you feel about your last manager?
do not measure attitude. Unfortunately, neither do these type of question assess a person’s ability to do the job for which they are applying. The authors do give examples of “right” and “wrong” answers which I found, particularly in the case of the “wrong” answers to be over simplistic and unlikely to be given by many applicants.
In some chapters there were also sample “speeches” (or “talks” as the authors call them) for various events such as when the new employee starts, the “Attitude Talk” or the “Improvement Seed” for discussing a person’s poor performance. In any book this is a difficult concept to describe and get across. I think the authors could have improved these sample talks by giving more detail on their purpose, the key points to include (or avoid) and how to follow up these talks.
This book is a light read and may be a useful primer for a very new and inexperienced manager. However, it should be augmented with books that are just as practical, have more depth and have more “how to’s” which are essential for people just starting out in management. Bob Selden, author
I very much like the style in which the book is written – easy and conversational. I also like the complete absence of “management speak” which is such a rarity in many modern management books. The book is also written in a very positive tone – looking to help the manager to motivate, develop and get the best out of people rather than controlling them.
However, this book is an enigma. It has some great management truths, ideas and concepts that have stood the test of time, yet it falls down in how some of these can best be implemented. Three that I found difficulty with were the chapters on Recruitment, Managing Change and Performance Appraisals.
For example, in the chapter on Recruitment, the authors suggest that the most important point to keep in mind when recruiting someone, is to make sure they have the right attitude. Most people would agree with this, yet the three questions they suggest to use to test for “attitude”, i.e.
- What did you like most about your last job?
- What did you like least about your last job?
- How do you feel about your last manager?
do not measure attitude. Unfortunately, neither do these type of question assess a person’s ability to do the job for which they are applying. The authors do give examples of “right” and “wrong” answers which I found, particularly in the case of the “wrong” answers to be over simplistic and unlikely to be given by many applicants.
In some chapters there were also sample “speeches” (or “talks” as the authors call them) for various events such as when the new employee starts, the “Attitude Talk” or the “Improvement Seed” for discussing a person’s poor performance. In any book this is a difficult concept to describe and get across. I think the authors could have improved these sample talks by giving more detail on their purpose, the key points to include (or avoid) and how to follow up these talks.
This book is a light read and may be a useful primer for a very new and inexperienced manager. However, it should be augmented with books that are just as practical, have more depth and have more “how to’s” which are essential for people just starting out in management. Bob Selden, author
October 4, 2022
Like. If you are really interested in reading the ramblings of 3 old white dudes who contradict themselves on the regular and think they need to justify the value of emotional intelligence to their managerial audience, go for it. It's pretty outdated, particularly for startups and left-leaning tech (which is where I sit), but mostly it just made me depressed that advice like "don't psychologically murder your direct reports" requires that much explication and repetition. Also I'm tired of reading professional-related books and it's literally killed my joy of reading so watch this space for a novel or two 😭
January 29, 2026
1.75 stars
“For the most part, it means that what is left unsaid may be as important as what is said.”
Initially, it was a decent book. It covered a variety of topics A bunch of information was common sense to me.
1. Don’t treat your employees badly if you wanna keep them.
2. Be understanding and have leniency if you want to keep a good employee.
3. Don’t run into a new company expecting everything to work out or everyone to like you.
4. Update employees daily.
However, as time went on, I found that I did not agree with many of the ideas.
1. A lot of times, people prefer verbal appreciation over money. (Uh, hello? I will take the cash over convos ty)
2. Adjust your managerial approach according to the age group you are addressing. Take longer to make a decision when talking to an older employee. Give a younger employee more personal time. (I would do it on a case-by-case basis, but at the end of the day, I am the boss. I am not changing my entire personality and tiptoeing around my own employee)
3. Inviting only male colleagues on a fishing trip given by a vendor, patting someone on the back (as in good job), and having a scantily dressed women calendar in your office are all forms of sexual harassment. (Obviously, the calendar one isn’t appropriate. If the person did a congratulatory pat on your back a second time and you didn’t like it, he would be in trouble. But I find that a friendly gesture, not a sexual one. And so what if only guys went on a fishing trip? I’m sure most women would be happy they were out of town for a minute. And who wants to be the only woman on a secluded fishing trip with men? I found the terminology for sexual harassment was rather broad)
4. It’s better to give no raise rather than a small one cause people take offense to that. (Once again, gimme the money, something is better than nothing)
5. Managers don't need to know all positions. (Then what are they there for? In most industries (for example, retail), I think they should know.
Personally, I don’t believe in having meeting after meeting with employees. If I have to keep explaining to a team member how to do their job, I need to find a new employee. For the sanity of both of us. The book even said something to the affect of don’t dress weird unless you wanna be known as the person that dresses weird on the first floor.
The book was dragging and circling a little bit at the end. Sometimes the book would use overly weird wording for a simple situation. Example,
“Everything she does, even if it is great, can be diminished in the eyes of the manager because the employee has the horns.”
I read this to gain my Basic Management certification. I just had flashbacks of how horrible my boss was in every aspect. He did 90% of what was in this the complete opposite. I feel that if you need a book to tell you to be respectful to others around you, you really don’t need to be a manager. Overall, I didn’t find anything I particularly benefited from in this one.
“For the most part, it means that what is left unsaid may be as important as what is said.”
Initially, it was a decent book. It covered a variety of topics A bunch of information was common sense to me.
1. Don’t treat your employees badly if you wanna keep them.
2. Be understanding and have leniency if you want to keep a good employee.
3. Don’t run into a new company expecting everything to work out or everyone to like you.
4. Update employees daily.
However, as time went on, I found that I did not agree with many of the ideas.
1. A lot of times, people prefer verbal appreciation over money. (Uh, hello? I will take the cash over convos ty)
2. Adjust your managerial approach according to the age group you are addressing. Take longer to make a decision when talking to an older employee. Give a younger employee more personal time. (I would do it on a case-by-case basis, but at the end of the day, I am the boss. I am not changing my entire personality and tiptoeing around my own employee)
3. Inviting only male colleagues on a fishing trip given by a vendor, patting someone on the back (as in good job), and having a scantily dressed women calendar in your office are all forms of sexual harassment. (Obviously, the calendar one isn’t appropriate. If the person did a congratulatory pat on your back a second time and you didn’t like it, he would be in trouble. But I find that a friendly gesture, not a sexual one. And so what if only guys went on a fishing trip? I’m sure most women would be happy they were out of town for a minute. And who wants to be the only woman on a secluded fishing trip with men? I found the terminology for sexual harassment was rather broad)
4. It’s better to give no raise rather than a small one cause people take offense to that. (Once again, gimme the money, something is better than nothing)
5. Managers don't need to know all positions. (Then what are they there for? In most industries (for example, retail), I think they should know.
Personally, I don’t believe in having meeting after meeting with employees. If I have to keep explaining to a team member how to do their job, I need to find a new employee. For the sanity of both of us. The book even said something to the affect of don’t dress weird unless you wanna be known as the person that dresses weird on the first floor.
The book was dragging and circling a little bit at the end. Sometimes the book would use overly weird wording for a simple situation. Example,
“Everything she does, even if it is great, can be diminished in the eyes of the manager because the employee has the horns.”
I read this to gain my Basic Management certification. I just had flashbacks of how horrible my boss was in every aspect. He did 90% of what was in this the complete opposite. I feel that if you need a book to tell you to be respectful to others around you, you really don’t need to be a manager. Overall, I didn’t find anything I particularly benefited from in this one.
March 16, 2021
This may be my top managerial read! AND I have read quite a few! If someone asks me what book they should read to prep themselves to hire, train and manage a team - this is *THE* book.
I found the information in this to be very helpful, and took SO.MANY.NOTES!
My favorite note: "It is not to direct people. It should be the process of getting people self-directed."
As of late, this has been my main focus for my team. Guiding them to take accountability and to assess what would be the best decision to make moving-forward. I don't like to tell them what to do, I would prefer them to tell me what they think they should do. Then together, have us play out that decision to see if it is the right one.
In The First-Time Manager I also learned more about Autocratic and Diplomatic management, how to ask BETTER questions than the generic questions during an interview, and how to better conduct and host meetings with the team.
I loved the flow, the topics & discussions in The First Time Manager, and recommend it to anyone trying to improve their managerial skills - interviewing, hiring, leading, conducting, delegating, etc..
I found the information in this to be very helpful, and took SO.MANY.NOTES!
My favorite note: "It is not to direct people. It should be the process of getting people self-directed."
As of late, this has been my main focus for my team. Guiding them to take accountability and to assess what would be the best decision to make moving-forward. I don't like to tell them what to do, I would prefer them to tell me what they think they should do. Then together, have us play out that decision to see if it is the right one.
In The First-Time Manager I also learned more about Autocratic and Diplomatic management, how to ask BETTER questions than the generic questions during an interview, and how to better conduct and host meetings with the team.
I loved the flow, the topics & discussions in The First Time Manager, and recommend it to anyone trying to improve their managerial skills - interviewing, hiring, leading, conducting, delegating, etc..
November 23, 2022
I’m gonna mark this as completed, even though I didn’t finish it. Two stars because it did have some good first-time manager suggestions. However, it was ruined when it was actually suggested that employees should be able to find an alternate daycare for their sick children in order to make it to work on time. Clearly tone deaf, and clearly written by a man, and probably one who does not have children. Citation: page 99
March 27, 2024
I found a lot of this really interesting and relatable to work. Lots of interesting tips and advice on how to improve in my role at work. It will great to refer back to when I need to.
May 29, 2017
This book was a pretty good introduction to the art and science of management, but only really scratched the surface of what I suspect is needed to be successful as a manager. The topics were covered in a clear and organized way, and the book overall was very successful (if a bit dry). My only complaint is I wish that it had gone into a little more depth on organization strategy especially around managing up and managing out.
April 30, 2024
It’s an easy read, very conversational, with very good tips about how to be a successful manager. I think it’s a good book to have as a manager, in your library.
However, there are a few points, I don’t agree with. Th author does promote getting into the gossip, and knowing the right person to get the right information to the right person, stuff like that. I’m not so sure about that.
However, there are a few points, I don’t agree with. Th author does promote getting into the gossip, and knowing the right person to get the right information to the right person, stuff like that. I’m not so sure about that.
February 10, 2019
I am not a first-time manager. I am not even a manager. Nonetheless, studying the field of management can give me insight into my work. It can help me work better with the managers around me, and it can help me carry my load as a manage my projects in tandem with the people around me.
This book consists of tips and insights for those transitioning into the role of a manager. It provide indispensable sage advice to avoid common pitfalls. It is field agnostic; that is, it does not focus on only the healthcare industry or only the technology industry. As such, it conveys a generalist message for a general audience.
Some of the advice, then, does not make sense for my position in healthcare or technology. Both of those fields allow team members ("reports") to have a great deal of independence in their work. That autonomy changes some of the dynamics of management. Indeed, sometimes the highest-paid (and most-valued) employee is not the manager. This all speaks to the notion that reports may be the most important contributors and need to know how management functions. Which is why I read this book.
This book consists of tips and insights for those transitioning into the role of a manager. It provide indispensable sage advice to avoid common pitfalls. It is field agnostic; that is, it does not focus on only the healthcare industry or only the technology industry. As such, it conveys a generalist message for a general audience.
Some of the advice, then, does not make sense for my position in healthcare or technology. Both of those fields allow team members ("reports") to have a great deal of independence in their work. That autonomy changes some of the dynamics of management. Indeed, sometimes the highest-paid (and most-valued) employee is not the manager. This all speaks to the notion that reports may be the most important contributors and need to know how management functions. Which is why I read this book.
May 6, 2012
Отличная книга с детальным руководством, что важно делать и не делать, когда ты становишься people manager, то есть управляешь людьми.
От момента анонса новой должности до выстраивания отношения с коллегами, помощи роста сотрудникам и создания командного духа.
Книга сделана в формате советов-инструкций, так что вряд ли будет интересна уже опытным менеджерам
От момента анонса новой должности до выстраивания отношения с коллегами, помощи роста сотрудникам и создания командного духа.
Книга сделана в формате советов-инструкций, так что вряд ли будет интересна уже опытным менеджерам
February 2, 2025
Great book
November 16, 2025
easy to read but damn i’m reading too much for class and not enough for me!!!!
March 2, 2023
Aunque el libro fue escrito hace mucho y no tiene mucha información sobre como ser gerente en una startup. Tiene muchos puntos importantes que me han ayudado en mi primer mes de liderazgo. Creo que es un libro que voy a guardar y consultar constantente cuando haya una situación como gerente en el futuro.
October 25, 2017
Many times, new managers, supervisors, and lead-persons are thrown into a leadership position with no idea of how they are supposed to manage. According to The First-Time Manager that is known as the sink or swim approach which makes this book an excellent selection for that newbie manager.
Wouldn’t you like to know how to manage people without being that Boss?
Come-on, we’ve all had one of those, that Boss in our lifetime. You know the one who never has anything good to say about your work performance and never seems to appreciate how hard you try to please the Boss. Is there more to managing people besides cracking the whip in hopes of getting a couple of extra completed orders out of them?
According to Belker, McCormick, and Topchik, there is more to managing people then telling them to move their hands faster than their mouths.
Loren B. Belker who is now deceased was an executive for a Midwestern insurance company for 30 some odd years.
Gary S. Topchik is a managing partner for SilverStar Enterprises, Inc. which is a consulting firm that specializes in management development. Topchick is also the author of The Accidental Manager and Managing Workplace Negativity.
Jim McCormick is not only an author, but he is also a speaker and a professional skydiver that is known for being an expert in intelligent risk-taking and innovation. He is also the founder of The Research Institute for Risk Intelligence.
Many leadership topics are covered in this book such as how best to respond to team members appropriately. Don’t be one of those bosses that correct their workers in front of everyone. Take them aside and explain in private without making a show of the incident. You will build more trust with your team members and not hurt department morale. Without spoiling the book, the information found in this book is well worth the read.
I did give this book a four-star rating only because some of the information sounded repetitive. However, that may have been the writers’ purpose since much of what is written in this book is helpful to all new managers and even some leads who have been in their position for some time would find this book useful if they want to learn to motivate their workers.
If you are looking at becoming a manager, supervisor, or lead-person soon, I highly recommend reading this book. Even if you have been in your position for some time, there is probably at least one chapter that would benefit your leadership role making this book well worth the time and effort for your next book to read.
Wouldn’t you like to know how to manage people without being that Boss?
Come-on, we’ve all had one of those, that Boss in our lifetime. You know the one who never has anything good to say about your work performance and never seems to appreciate how hard you try to please the Boss. Is there more to managing people besides cracking the whip in hopes of getting a couple of extra completed orders out of them?
According to Belker, McCormick, and Topchik, there is more to managing people then telling them to move their hands faster than their mouths.
Loren B. Belker who is now deceased was an executive for a Midwestern insurance company for 30 some odd years.
Gary S. Topchik is a managing partner for SilverStar Enterprises, Inc. which is a consulting firm that specializes in management development. Topchick is also the author of The Accidental Manager and Managing Workplace Negativity.
Jim McCormick is not only an author, but he is also a speaker and a professional skydiver that is known for being an expert in intelligent risk-taking and innovation. He is also the founder of The Research Institute for Risk Intelligence.
Many leadership topics are covered in this book such as how best to respond to team members appropriately. Don’t be one of those bosses that correct their workers in front of everyone. Take them aside and explain in private without making a show of the incident. You will build more trust with your team members and not hurt department morale. Without spoiling the book, the information found in this book is well worth the read.
I did give this book a four-star rating only because some of the information sounded repetitive. However, that may have been the writers’ purpose since much of what is written in this book is helpful to all new managers and even some leads who have been in their position for some time would find this book useful if they want to learn to motivate their workers.
If you are looking at becoming a manager, supervisor, or lead-person soon, I highly recommend reading this book. Even if you have been in your position for some time, there is probably at least one chapter that would benefit your leadership role making this book well worth the time and effort for your next book to read.
October 24, 2025
The First Time Manager (7th Edition) by Jim McCormick is a thoughtful, well crafted guide that delivers practical wisdom for anyone stepping into a leadership role. This latest revision shines in its clarity and structure, offering real insight into both the challenges and rewards of management. McCormick, Belker, and Topchik bring a je ne sais quoi to the page, making the complex feel approachable. While some of the advice may feel like common sense, its value lies in the way it covers all the bases, no assumption is made about what a new manager knows or doesn’t. That thoroughness is part of its strength. A great starting point for those who want to lead with confidence and clarity, and still a book any manager, or anyone who wants to know if a manager is worthy of you working for them should take the time to read. Some people are stuck somewhere due to financial restrictions but those who are not would be wise to vet managers and workplaces just as they would do them, and this book can open your eyes to poor and unfair management practices, and the good ones worth your efforts.
July 13, 2023
This book, even with revisions, feels dated and unhelpful. While it covers many topics, I couldn't quite figure out who the audience was meant to be other than an ill-defined "new manager." As a result, the advice felt poorly pitched and even infantilizing at times.
July 2, 2018
Decent read, keeps updating with the times. Most of the information is intuitive to those that have an interest in managing people, but it is nice to see it spelled out for reinforcement.
March 14, 2021
This is a good introduction for a cooperate world. an organized way to understand most aspects of ideas on how to manage others, yourself and your manager as well.
December 20, 2024
It has the most relevant information for first time managers, among many management/software engineer growths books that I read.
March 7, 2025
I feel it was out of touch and out of date. It read as too simplistic and high brow at the same time. Almost DNF
September 19, 2022
This was a nice, practical book for first time managers. As a first-time manager myself, I felt incredibly nervous in the beginning about entering such position of managing people. I immediately set out to look for resources and videos on managerial development and first-time manager essential things to know.
Overall, McCormick's writing is clear, concise, and applicable. It gives detailed ways on improving one's management skills from hiring/firing, leading meetings, being a compassionate/empathetic manager, setting clear boundaries, maintaining a balanced life, handling conflict, and many more informational things to know.
The reason for giving this 3 stars is due to it not feeling completely relatable for me. This book is geared more for managers of corporations; I'm a library manager at a university overseeing student workers. In my opinion, it's an entirely different work environment.
Working at organisations and in retail for 7 years (and being a student worker while at university for 2 years), I feel like I experienced two different work environments. If I were a manager in a corporation/organisation, this book would be an excellent resource!
However, being a manager of student workers (18-25 year olds with the students' top priority being their academics), I'm more in a position of training and cultivating life skills for them to prepare them for the real world in organisations or corporations they may be working for in the future.
There were many advice and skills in this book, of course, that is necessary for any manager to know, regardless of the dynamics of the place where they work: being a good listener, showing compassion/empathy, making sure work is left at work, dealing with conflict or "problem" employees, taking advantage of resources to improve leadership skills, and understanding that a manager's positions is not for everyone. One must have the desire to manage people, love humanity enough to expect the human experience in all its glory--good and bad--to properly respond to any situation in the workplace, and seeing your employees as human beings and not as mere numbers in the company.
Overall, this is a good resource to give any new manager--even experienced managers who are in need to brush up on the basics.
Here are a few notes I took that were so informative and necessary for me to know--it pretty much became a game changer for me and shifted my attitude, perspective, and thinking about managing:
"Management is managing and focusing on people; it’s relying on others; it's being team-oriented and having a broad perspective. They’re nuanced and subjective. It’s not for everyone, no matter how good of an employee you are and seeking to move up. It’s not just about directing people; it’s about
getting people self-directed."
"Manage your feelings: Be human, but mature. Don’t pretend to be perfect or that you have everything under control. Admit when you're wrong and make proper corrections. It's OK to communicate when you're having a bad day, just remain professional."
"Task oriented does not equal people-oriented. Task oriented means you’re good only at your
tasks; people-oriented is the mark of a manager."
"Management is always situational, there is no one consistent style of management. Your
management style or direction will be based solely on the situation that your team is
experiencing."
"Have class as a manager."
Overall, McCormick's writing is clear, concise, and applicable. It gives detailed ways on improving one's management skills from hiring/firing, leading meetings, being a compassionate/empathetic manager, setting clear boundaries, maintaining a balanced life, handling conflict, and many more informational things to know.
The reason for giving this 3 stars is due to it not feeling completely relatable for me. This book is geared more for managers of corporations; I'm a library manager at a university overseeing student workers. In my opinion, it's an entirely different work environment.
Working at organisations and in retail for 7 years (and being a student worker while at university for 2 years), I feel like I experienced two different work environments. If I were a manager in a corporation/organisation, this book would be an excellent resource!
However, being a manager of student workers (18-25 year olds with the students' top priority being their academics), I'm more in a position of training and cultivating life skills for them to prepare them for the real world in organisations or corporations they may be working for in the future.
There were many advice and skills in this book, of course, that is necessary for any manager to know, regardless of the dynamics of the place where they work: being a good listener, showing compassion/empathy, making sure work is left at work, dealing with conflict or "problem" employees, taking advantage of resources to improve leadership skills, and understanding that a manager's positions is not for everyone. One must have the desire to manage people, love humanity enough to expect the human experience in all its glory--good and bad--to properly respond to any situation in the workplace, and seeing your employees as human beings and not as mere numbers in the company.
Overall, this is a good resource to give any new manager--even experienced managers who are in need to brush up on the basics.
Here are a few notes I took that were so informative and necessary for me to know--it pretty much became a game changer for me and shifted my attitude, perspective, and thinking about managing:
"Management is managing and focusing on people; it’s relying on others; it's being team-oriented and having a broad perspective. They’re nuanced and subjective. It’s not for everyone, no matter how good of an employee you are and seeking to move up. It’s not just about directing people; it’s about
getting people self-directed."
"Manage your feelings: Be human, but mature. Don’t pretend to be perfect or that you have everything under control. Admit when you're wrong and make proper corrections. It's OK to communicate when you're having a bad day, just remain professional."
"Task oriented does not equal people-oriented. Task oriented means you’re good only at your
tasks; people-oriented is the mark of a manager."
"Management is always situational, there is no one consistent style of management. Your
management style or direction will be based solely on the situation that your team is
experiencing."
"Have class as a manager."
December 2, 2021
≥Effective managers are those who learn to have faith in the abilities of their staff members. A good manager is a good teacher. You know how to teach people how to do things right and trust them to do it.
≥Leadership qualities, not technical knowledge, are to be considered when choosing a person for a managerial role.
≥When someone asks you a question you don’t know the answer to, resist the temptation to fabricate one.
≥Showing dramatic mood swings makes you less effective as a manager. Your subordinates will avoid contact with you until you appear to be in a good mood. Do not disguise your feelings, as this may make people not identify with you. Enjoy the company of your subordinates and respect their feelings. That way, you earn their respect for your feelings as well.
≥. In addition, people will commit to an idea if they feel a sense of ownership of it.
≥Build their confidence by assigning them tasks at which they can succeed. When an employee fails, deliver your criticism privately while you publicly praise them for their success, depending on the dynamics of the team. Correct the misunderstanding that led to the error instead of passing personal judgment that will make your employee feel inadequate.
≥When you praise an employee publicly, do it in a way that does not make them an object of resentment and jealousy.
≥Positive feedback is a morale booster. Show appreciation and be comfortable giving praise. A guide that helps is:
• Be specific with your positive feedback to reinforce positive behavior.
• Describe how their behavior fits into the bigger picture.
• Let the feedback be commensurate with the contribution made.
≥Other ways of building trust include sharing the vision of the organization and the department with your team members. Give clear directions.
≥Share your successes and failures. Ask your team members about their expectations from the job.
≥Listen twice as much as you speak.
≥If you want to be thought of as a brilliant manager, be an active listener
≥Make a well-placed comment like, “That’s interesting. Tell me more.”
≥Restating what you believe you’ve heard is the height of active listening.
≥The most common is the desire to tell others what to do, how to do it, and making sure they do it.
≥A good manager drives their team to become self-directive.
≥A good manager must combine big-picture thinking with a detail-oriented mindset.
≥Leadership qualities, not technical knowledge, are to be considered when choosing a person for a managerial role.
≥When someone asks you a question you don’t know the answer to, resist the temptation to fabricate one.
≥Showing dramatic mood swings makes you less effective as a manager. Your subordinates will avoid contact with you until you appear to be in a good mood. Do not disguise your feelings, as this may make people not identify with you. Enjoy the company of your subordinates and respect their feelings. That way, you earn their respect for your feelings as well.
≥. In addition, people will commit to an idea if they feel a sense of ownership of it.
≥Build their confidence by assigning them tasks at which they can succeed. When an employee fails, deliver your criticism privately while you publicly praise them for their success, depending on the dynamics of the team. Correct the misunderstanding that led to the error instead of passing personal judgment that will make your employee feel inadequate.
≥When you praise an employee publicly, do it in a way that does not make them an object of resentment and jealousy.
≥Positive feedback is a morale booster. Show appreciation and be comfortable giving praise. A guide that helps is:
• Be specific with your positive feedback to reinforce positive behavior.
• Describe how their behavior fits into the bigger picture.
• Let the feedback be commensurate with the contribution made.
≥Other ways of building trust include sharing the vision of the organization and the department with your team members. Give clear directions.
≥Share your successes and failures. Ask your team members about their expectations from the job.
≥Listen twice as much as you speak.
≥If you want to be thought of as a brilliant manager, be an active listener
≥Make a well-placed comment like, “That’s interesting. Tell me more.”
≥Restating what you believe you’ve heard is the height of active listening.
≥The most common is the desire to tell others what to do, how to do it, and making sure they do it.
≥A good manager drives their team to become self-directive.
≥A good manager must combine big-picture thinking with a detail-oriented mindset.
This entire review has been hidden because of spoilers.
November 19, 2023
Topic: Management, Leadership
Amazon Rating: 4.6/5
goodreads Rating: 3.8/5
Nick’s Rating: 4.0/5
Who should (or when to) read this: You are about to be a manager or even if you want to be a better manager than you are currently or have been in the past.
Nick’s Major takeaway(s): Being a successful manager is a mix of building the right team, connecting with your team, inspiring your team, developing your team and empowering your team. You need to be people oriented (over task oriented) and the way you approach things will change and be situationally dependent.
Notable Quotes: “The advice in this book centers around two overarching messages: Be thoughtful in your actions and always conduct yourself with class. You will never regret either.” – Loren B. Belker, et al.
“Managers need to focus on people, not just tasks. They need to rely on others, not just be self-reliant. Managers are also team-oriented and have a broad focus, whereas nonmanagers succeed by having a narrow focus and being detail-oriented.”
“When you create a setting where your people see that their efforts are contributing to a positive outcome well beyond what they could achieve individually, they will be more motivated and find greater meaning in what they do.”
“If appreciation is important to you in your relationship with your manager, realize that it is equally important to the people you manage.”
“Almost without exception, managers say the most important ingredients in hiring a new employee are experience, qualifications, and education. They rarely come up with the missing ingredient: attitude. You can hire an employee with all the experience, education, and qualifications you could hope for, but if the person has a bad attitude, you have just hired a problem employee.”
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
Amazon Rating: 4.6/5
goodreads Rating: 3.8/5
Nick’s Rating: 4.0/5
Who should (or when to) read this: You are about to be a manager or even if you want to be a better manager than you are currently or have been in the past.
Nick’s Major takeaway(s): Being a successful manager is a mix of building the right team, connecting with your team, inspiring your team, developing your team and empowering your team. You need to be people oriented (over task oriented) and the way you approach things will change and be situationally dependent.
Notable Quotes: “The advice in this book centers around two overarching messages: Be thoughtful in your actions and always conduct yourself with class. You will never regret either.” – Loren B. Belker, et al.
“Managers need to focus on people, not just tasks. They need to rely on others, not just be self-reliant. Managers are also team-oriented and have a broad focus, whereas nonmanagers succeed by having a narrow focus and being detail-oriented.”
“When you create a setting where your people see that their efforts are contributing to a positive outcome well beyond what they could achieve individually, they will be more motivated and find greater meaning in what they do.”
“If appreciation is important to you in your relationship with your manager, realize that it is equally important to the people you manage.”
“Almost without exception, managers say the most important ingredients in hiring a new employee are experience, qualifications, and education. They rarely come up with the missing ingredient: attitude. You can hire an employee with all the experience, education, and qualifications you could hope for, but if the person has a bad attitude, you have just hired a problem employee.”
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
March 2, 2022
This took me an embarrassingly long time to finish, but it was mostly because I was taking my time to digest and really consider the book. I took notes for the entire book, which I think will be useful when I next get a professional opportunity to practice what I have learned form this book, similar titles, and past training. Each chapter had lessons to learn, or reminders of how to behave and carry yourself when you hold a role of responsibility. I don't know when I might really feel more ready to take a true management role again, but I do believe that continues to be a goal, and will keep working on my development as a manager to get there. Some things here I have been able to apply to myself, and I think they have definitely helped with managing personal workloads and maintaining a positive headspace at work as I make fewer mistakes.
Obviously, like many other management and business books I have read, there are differences between how to operate in a for-profit business workplace versus a public library, but what it comes down to is that management of people can be accomplished efficiently and respectfully no matter where you are.
Thank you very much to Denise van Zanten for lending this to me.
Obviously, like many other management and business books I have read, there are differences between how to operate in a for-profit business workplace versus a public library, but what it comes down to is that management of people can be accomplished efficiently and respectfully no matter where you are.
Thank you very much to Denise van Zanten for lending this to me.
April 13, 2019
A good book I had read many years ago. It has very helpful tips and points worth remembering. It was interesting to notice the difference in my reaction reading it now vs when I first read it years ago, I remember being surprised by many concepts which were not as surprising now.
It is a good book, but do not expect a complete overview of what it takes to becomes a world class manager. The title and the introduction are good at explaining the scope and target audience. It mentions the main basics of being a manager, which unfortunately, many managers I have known are not even aware of. Thankfully, I have been blessed with bosses who follow most if not all of these principles.
I would recommend this read to everyone. If you are thinking of someday becoming a manager, this will give you an idea of what it means and help prepare you to start. If you are just starting, you are this book's main audience. If you are a little experienced or even super veteran, it is good to review the basics since you may have gotten into habits that are against the basics of your profession.
It is a good book, but do not expect a complete overview of what it takes to becomes a world class manager. The title and the introduction are good at explaining the scope and target audience. It mentions the main basics of being a manager, which unfortunately, many managers I have known are not even aware of. Thankfully, I have been blessed with bosses who follow most if not all of these principles.
I would recommend this read to everyone. If you are thinking of someday becoming a manager, this will give you an idea of what it means and help prepare you to start. If you are just starting, you are this book's main audience. If you are a little experienced or even super veteran, it is good to review the basics since you may have gotten into habits that are against the basics of your profession.
November 28, 2020
Yesterday I finished the 7th edition (just released in audible) of "The First-Time Manager" by Jim McCormick, Loren Belker, Gary Topchik. The book has 43 chapters divided into 6 major parts focused on management lessons on new manager’s job, team dynamics, hiring/interviewing/firing, managing risks, performance evaluation, emotional intelligence, coping with stress and other topics that we face every day as a manager. I was easily able to connect to the book, got some validations on things that I already knew, and learned a few new things. The discussions are focused more on "what" rather than "how" of things. I also found several things that I disagree with the authors. As this book is not targeted to engineering management but management in general for those who are early in their management career, I didn’t find it of enough value to me. But I think it might turn out to be useful to others that fit the target audience for this book.
June 14, 2017
Creo que en castellano de España, el título más adecuado sería "Jefe por primera vez", ya que yo por Gerente entiendo el máximo responsable de una organización, y en el libro es compatible con el responsable de un departamento (habla por ejemplo de promoción interna).
Aclarado este punto sobre el título, el libro, sin que me hubiera deslumbrado, tiene partes aprovechables, aunque otras no me aportaron nada nuevo. Está bien estructurado y se divide en seis partes:
1.-Entonces, va camino a dirigir
2.-Aborde sus nuevas funciones
3.-Como trabajar con gente y establecer relaciones
4.-Descripción del trabajo, evaluación del desenvolvimiento y administración de salario
5.-Mejore y desarróllese usted mismo
6.-Una persona completa
Hay comentarios referentes a disposiciones legales que no son aplicables en España
Aclarado este punto sobre el título, el libro, sin que me hubiera deslumbrado, tiene partes aprovechables, aunque otras no me aportaron nada nuevo. Está bien estructurado y se divide en seis partes:
1.-Entonces, va camino a dirigir
2.-Aborde sus nuevas funciones
3.-Como trabajar con gente y establecer relaciones
4.-Descripción del trabajo, evaluación del desenvolvimiento y administración de salario
5.-Mejore y desarróllese usted mismo
6.-Una persona completa
Hay comentarios referentes a disposiciones legales que no son aplicables en España
August 11, 2017
I used to avoid management and leadership books because I thought they were written for sociopaths like Dexter--people who need to learn to feign human emotion. And there's a good a bit of that here. My favorite example might be encouraging readers to study sitcoms to learn how humor works--or if that fails, keep up your sense of humor by reminding yourself that everyone is going to die. Yeah, whenever I'm feeling short on levity I just think on the mortality of everyone I love.
As with most management books, the themes are largely corporate, but there's still some good stuff here even for those of us in the public sector. I can speak to the sagacity of much of the advice given, which would have been very helpful to me as a new manager. Taken with a grain of salt, I'd recommend this title to first-timers.
As with most management books, the themes are largely corporate, but there's still some good stuff here even for those of us in the public sector. I can speak to the sagacity of much of the advice given, which would have been very helpful to me as a new manager. Taken with a grain of salt, I'd recommend this title to first-timers.
January 7, 2019
Based on the star rating for this book, 'it was okay'. As a manager of two years, I read this book hoping to gain some new insights into ways of improving my job performance. While there were some very helpful tips and viewpoints, this book was geared more to traditional managers, within large corporations that have HR, services and resources. Much of the advice in the book tells the reader to seek out these services for assistance, which isn't super helpful if you are at a small company (like mine) and do not have those services and options. It is also probably due for a little updating, as my edition was from 2012 and does not include that much about technology and new, creative work situations. This was still a worthy read for anyone looking to improve their working conditions, both as a manager or someone who works with a manager.
February 14, 2025
I REALLY loved this book. The way it was conversational is everything. I'm not a first time manager but I did want to go back to the drawing board and this had so many nuggets of good info- my book is filled with highlights, circles, and bookmarked pages. I got a lot of it.
Easy read- my favorite part was that she cuts the bs and just gets right down to the real stuff. The stuff that not everyone will want to talk about/tell you. Just real good down and dirty advice- I appreciated the lack of fluff. If your looking for a meat and potatoes- get to the point book this is it.
Highly recommend for anyone who really is a first time manager. Makes a great gift! But- it is also great for anyone who is already in management too. I have adapted a lot from this and appreciate the honesty and rawness of this book. I'm a fan. Can you tell? 10/10!
Easy read- my favorite part was that she cuts the bs and just gets right down to the real stuff. The stuff that not everyone will want to talk about/tell you. Just real good down and dirty advice- I appreciated the lack of fluff. If your looking for a meat and potatoes- get to the point book this is it.
Highly recommend for anyone who really is a first time manager. Makes a great gift! But- it is also great for anyone who is already in management too. I have adapted a lot from this and appreciate the honesty and rawness of this book. I'm a fan. Can you tell? 10/10!
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