What do you think?
Rate this book
Suddenly in Charge: Managing Up Managing Down Succeeding All Around
As companies reorganize and reengineer, people are finding themselves tossed into management every day with little to no training or preparation. Literally two books in one, Suddenly in Charge provides all of the tools necessary to be successful at managing up and down the line of any organization. In addition to updates to all chapters, this revised and updated edition features 7 new chapters aligned to modern approaches to management. New topics include: executive presence, working with a coach or mentor, employee retention, creating purpose, the multi-generational workforce and more.
As companies reorganize and reengineer, people are finding themselves tossed into management every day with little to no training or preparation. Literally two books in one, Suddenly in Charge provides all of the tools necessary to be successful at managing up and down the line of any organization. In addition to updates to all chapters, this revised and updated edition features 7 new chapters aligned to modern approaches to management. New topics include: executive presence, working with a coach or mentor, employee retention, creating purpose, the multi-generational workforce and more.
As companies reorganize and reengineer, people are finding themselves tossed into management every day with little to no training or preparation. Literally two books in one, Suddenly in Charge provides all of the tools necessary to be successful at managing up and down the line of any organization. In addition to updates to all chapters, this revised and updated edition features 7 new chapters aligned to modern approaches to management. New topics include: executive presence, working with a coach or mentor, employee retention, creating purpose, the multi-generational workforce and more.
224 pages, Paperback
First published January 6, 2011
213 people are currently reading
721 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 34 reviews
May 14, 2024
Not just for first time managers, I love this book!
This book is really two books in one. It starts with the "managing up" part so if you have a boss, I highly recommend you read this useful, engaging, and "tell it like it is" book. I learned some things in the "managing down" part and definitely wish that this book had been around when I first started managing people.
I've been in the workforce for decades so I wasn't sure if this book would bring any new insights. IT DID! Loved the section on how to create a vision or mission with your team.
I listened to the audiobook and found the author's reading of her book to be an added bonus.
This book is really two books in one. It starts with the "managing up" part so if you have a boss, I highly recommend you read this useful, engaging, and "tell it like it is" book. I learned some things in the "managing down" part and definitely wish that this book had been around when I first started managing people.
I've been in the workforce for decades so I wasn't sure if this book would bring any new insights. IT DID! Loved the section on how to create a vision or mission with your team.
I listened to the audiobook and found the author's reading of her book to be an added bonus.
February 13, 2024
I appreciate that this is the third edition of this book so it must be successful. This edition is only half a book with no explanation as to why that is the case. The section on ‘Managing Down’ was completely omitted. The chapters are relatively short and are in the structure of ‘ tell them what you’re going to tell them , tell them and then summarise what you told them’. It is a very basic introduction to management. It is also American based - references are to American TV shows and icons. I got irritated by the alternate use of pronouns - sometimes he/him sometimes she/her and very occasionally they/them. A note at the beginning that one pronoun was intended to be inclusive would have sufficed. Perhaps , younger managers are more likely to take offence at using only one. As a management skills trainer of 25 years experience, I didn’t learn anything new. I would have liked some graphics to break up the monotony of the printed page. Thank you to NetGalley and Nicholas Brealey publishing for a prepublication ebook.
January 27, 2024
While reading this book I came across a key point that the author states one must be vigilant and I wrote it down as a reminder when I step out to work every morning "Commitment always trumps compliance, and engagement will help ensure commitment."
There is something comforting about this book- and it's in the way the author explores workplace dynamics, from your team, the system in place, policies, mission and your bosses- and what to be on the lookout for and do more of- like being firmly rooted in getting the job done, and what to do less of if possible not to ever do-gossip.
For anyone in the work space- I bet this would come as a great guide, on the ethics and professionalism aspects to adorn.
Thanks Netgalley for the eARC.
There is something comforting about this book- and it's in the way the author explores workplace dynamics, from your team, the system in place, policies, mission and your bosses- and what to be on the lookout for and do more of- like being firmly rooted in getting the job done, and what to do less of if possible not to ever do-gossip.
For anyone in the work space- I bet this would come as a great guide, on the ethics and professionalism aspects to adorn.
Thanks Netgalley for the eARC.
June 29, 2019
A good starting guidance for new leaders.
August 12, 2012
At first I was going to give it 3.5, but then I realized it was a very quick read, easy to understand, and had a lot of good nuggets in it to apply real life into do's and don'ts. I read the managing down section first and wasn't going to read the managing up, but then as I started into it to glance and determine if I should read it, I realized it had a lot of helpful tips. Some apply and some don't, but even reading about having a bad boss gives some insight about how not to be a bad boss! All in all I think this is very good for new managers/supervisors, but it does focus a lot on corporate, big organizations. This is less helpful for teachers, small business employees, etc. but again, there are helpful nuggets, and being a short and easy read it's worth picking up!
May 6, 2023
Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around by Roberta Chinsky Matuson
This is the first book I have seen for mid-level managers, and I like how it's organized -- half is focused on managing up and the other is focused on managing down. Each chapter also ends with a bullet-point summary. I gleaned excellent points from both halves, quotes that I will incorporate both in how I deal with frustrating bosses as well as direct reports who want to know that I value their well-being above that of the organization. Tips on dealing with your boss and figuring out his communication style are helpful, as are figuring out when it's time to let go and look elsewhere for a different position or company. The author gives a lot of credit to other authors, quoting extensively and providing references.
Its limitations are that it's not as applicable for those working in government agencies (what management book is?) or for those who may be working in large corporations with extensive HR operations. While she gives some of her own management experience, she also seems to have consulted with some obscure companies, from which she gathers some quotes to open each chapter. Some of the anecdotes are helpful, some seem a bit dated already. My biggest criticism of the book is in chapters on the well-being of employees under your management. She writes about 90 day probationary periods (which aren't a legal thing in any state; a company still has to give a reason for firing you) and convincing an employee to resign rather than fire him, neglecting to mention that doing so saves the company from having to pay unemployment benefits and can make the employee worse off.
I came across the book in the office of an embassy colleague who was just beginning her first overseas assignment and suddenly in charge of a bunch of young Marines and other security guards while answering to two other people above her in her immediate office; she was reading it slowly. I picked it up as I also was suddenly in charge of running day-to-day operations in an office while spending a great deal of time managing up. Anyone working in government, especially the Foreign Service, is painfully mindful of the chain of command and as well as the challenge of inheriting personnel (not easily changed) who may try to vet you while you figure out the ropes.
The most helpful advice for me came in managing employees and how "a strong leader provides a constant stream of feedback," rather than waiting until annual evaluation season. She provides questions all leaders should be asking their people regularly, including asking for self-evaluation. One powerful idea is to begin your new employee's first day with telling them how you know they will not be there forever, and how you hope that after they've worked for you they will have obtained the skills they need for their next big thing. This kind of "leave speech" actually encourages your employers to stay. The author doesn't state it explicitly, but employees don't work for companies, they work for their managers. No matter the great benefits or prestige of the organization, if the boss is terrible, the direct hire will look elsewhere pretty quickly. A boss should be quick to ask what resources an employee needs from him/her to be more successful and enjoy the job. If a boss isn't in the trenches with his employee, then he will never know himself. Also, a boss should take note of an employee's work anniversary and celebrate it like a birthday or other special occasion.
I give this book 4 stars out of 5. It's helpful, with limitations, and well-organized.
Two books she references that I will one day check out: Brag! The Art of Tooting your Own Horn without Blowing It, by Peggy Klaus and the author's own book The Magnetic Leader.
This is the first book I have seen for mid-level managers, and I like how it's organized -- half is focused on managing up and the other is focused on managing down. Each chapter also ends with a bullet-point summary. I gleaned excellent points from both halves, quotes that I will incorporate both in how I deal with frustrating bosses as well as direct reports who want to know that I value their well-being above that of the organization. Tips on dealing with your boss and figuring out his communication style are helpful, as are figuring out when it's time to let go and look elsewhere for a different position or company. The author gives a lot of credit to other authors, quoting extensively and providing references.
Its limitations are that it's not as applicable for those working in government agencies (what management book is?) or for those who may be working in large corporations with extensive HR operations. While she gives some of her own management experience, she also seems to have consulted with some obscure companies, from which she gathers some quotes to open each chapter. Some of the anecdotes are helpful, some seem a bit dated already. My biggest criticism of the book is in chapters on the well-being of employees under your management. She writes about 90 day probationary periods (which aren't a legal thing in any state; a company still has to give a reason for firing you) and convincing an employee to resign rather than fire him, neglecting to mention that doing so saves the company from having to pay unemployment benefits and can make the employee worse off.
I came across the book in the office of an embassy colleague who was just beginning her first overseas assignment and suddenly in charge of a bunch of young Marines and other security guards while answering to two other people above her in her immediate office; she was reading it slowly. I picked it up as I also was suddenly in charge of running day-to-day operations in an office while spending a great deal of time managing up. Anyone working in government, especially the Foreign Service, is painfully mindful of the chain of command and as well as the challenge of inheriting personnel (not easily changed) who may try to vet you while you figure out the ropes.
The most helpful advice for me came in managing employees and how "a strong leader provides a constant stream of feedback," rather than waiting until annual evaluation season. She provides questions all leaders should be asking their people regularly, including asking for self-evaluation. One powerful idea is to begin your new employee's first day with telling them how you know they will not be there forever, and how you hope that after they've worked for you they will have obtained the skills they need for their next big thing. This kind of "leave speech" actually encourages your employers to stay. The author doesn't state it explicitly, but employees don't work for companies, they work for their managers. No matter the great benefits or prestige of the organization, if the boss is terrible, the direct hire will look elsewhere pretty quickly. A boss should be quick to ask what resources an employee needs from him/her to be more successful and enjoy the job. If a boss isn't in the trenches with his employee, then he will never know himself. Also, a boss should take note of an employee's work anniversary and celebrate it like a birthday or other special occasion.
I give this book 4 stars out of 5. It's helpful, with limitations, and well-organized.
Two books she references that I will one day check out: Brag! The Art of Tooting your Own Horn without Blowing It, by Peggy Klaus and the author's own book The Magnetic Leader.
March 17, 2022
This is a good general book for new managers. The advice may be common sense but it's quick and easily digestible so you can take it in without getting overwhelmed - perfect for someone who needs a foundation before jumping in. As an experienced leader, I found this to be a good set of bite sized reminders about best practices and things to consider. At times, some of the advice felt a little dated but overall, it's a helpful read. As a book person, I liked the gimmick of reading the first half in one direction and flipping the book over to read the other direction, especially as it's tied up in the whole theme of being "topsy turvy" when you're new to management. Probably not a guide to keep on the shelf as you progress through leadership, but a good starter book for general audiences.
April 13, 2024
Recommend for anyone who's found themselves suddenly in charge. You may have heard some of the information presented in this book already, but the reality is that many of us will find ourselves in a managerial or supervisory position without further training or preparation to tackle the shift from being a staff worker. The book contains simple and actionable advice for managing up with your superiors and managing down with your charges and has been updated for recent shifts in the work environment, such as remote working and the coming together of multiple generations in the work space.
April 4, 2018
I would say that this book is packed with a lot of great advice, but it's not meant to be divulged in one go. Rather, it's a book that you'd want to pick up again and again as you encounter different situations in your career as a manager. I'm saying this because while the advice seems obvious if you have never encountered the situations, it is life-saving if you are in the middle of the situation and face-palming if you have already gone through the situation and made mistakes in handling it.
September 24, 2020
This is a great read for anyone looking to move into management, and for those wanting to become great managers. Matuson first discusses how to manage 'up' in your organization, which can put you in a good position for promotion. The second half of the book discusses managing 'down', which outlines traits that will make you a good manager. It is a must read for anyone that is new to management or for anyone who is looking to move up the corporate ladder. I highly recommend it.
August 3, 2023
I would recommend this for newer managers or newly promoted people (or even people who are looking to grow into management roles).
Nothing that blew my mind but there were helpful and practical tips. Would probably gift to managers in my workplace.
The section on managing up (half the book) is helpful even for non-managers, as managing up is important in every role.
Nothing that blew my mind but there were helpful and practical tips. Would probably gift to managers in my workplace.
The section on managing up (half the book) is helpful even for non-managers, as managing up is important in every role.
January 23, 2025
The book is more about how to "be managed" or managing your boss rather than actually managing people. Nevertheless, the book is brief and offers truly helpful office wisdom for most common interactions and conflicts anyone is likely to encounter within their first couple of years in any working environment.
September 6, 2019
My big fan of Roberta Matuson. Loved the key points section at the end of each chapter.
Giving it a 4 because some parts got repetitive. And I would have liked some more examples for companies in the smaller sizes for comparison.
Giving it a 4 because some parts got repetitive. And I would have liked some more examples for companies in the smaller sizes for comparison.
November 16, 2019
I first listened to this book in audio and learned a lot. I feel like so much so that I am going to go and buy it and keep it as a reference and for notes. There were things that I feel like I do and others that I feel I need more work on. I would give this book to anyone who was just promoted.
February 22, 2023
Nothing Ground Breaking here, but overall a useful book for anyone new to a management position. I also liked that it touched on both managing Down and Up as most management books and trainings are just about managing your direct reports and not how to work with those above you in an organization.
September 18, 2018
Great book to help you build your professional soft skills! Highly recommend
October 15, 2018
Helpful, practical advice and well-written.
January 1, 2019
A quick guide for managers. Very useful!
February 26, 2020
The managing up side had some really great actionable advice. The manage down side was nothing particularly helpful. Definitely something that is good for a new manager.
June 14, 2020
Although some of the reference is a little outdated, the book provided useful tools for managing up and managing down.
February 8, 2021
If you need this book you aren’t ready for management
April 29, 2022
A good refresher for the workplace. Most tips are common sense, but an easy read and good perspective from both sides.
January 25, 2018
I have only read the yellow half. I know she's American but the way she talks about getting fired makes me so sad. Good pointers in the previous sections. Looking forward to needing the white half.
Update Jan 18: finished the white half and I still think the same. But good advice in the rest of the sections.
Update Jan 18: finished the white half and I still think the same. But good advice in the rest of the sections.
May 6, 2024
As a young professional, “Suddenly In Charge” contains tips, tricks, and all around advice that is incredibly helpful that I’ve already considered how to fit it into my career. Particularly, I’ve found myself in some sticky situations (and incredibly stress-filled ones) because I have a hard time saying “no” to everything that’s asked of me. It can feel, especially as a young person in the work force, that the only way to prove yourself and continue moving up the ladder is to do anything that’s asked of you, but Matuson clearly outlines how being a yes-man can harm you professionally as well as give easy ways to say no and when to say it. All in all, I can clearly see how implementing what I’ve learned in this book will improve my professional life and help me continue the progress that I’ve made in it.
January 14, 2013
I was just changing jobs (not necessarily to lead a team, but it is a step up), so I thought I'd give this a read as preparation.
The good part is that the book is short and easy to read and has the added bonus of giving you information on managing up (ie managing your bosses) and managing down (ie managing any staff under you. The stuff in there is pretty common sense.
The biggest negative is that all of the info feels like it's drawn only from the author's personal experience or a couple of other people she's spoken to. It could be a stylistic thing but the end result is that you feel like you're reading opinion rather than something that has been heavily researched.
Still, good for a quick overview and I can read other heavier books if I need more info.
The good part is that the book is short and easy to read and has the added bonus of giving you information on managing up (ie managing your bosses) and managing down (ie managing any staff under you. The stuff in there is pretty common sense.
The biggest negative is that all of the info feels like it's drawn only from the author's personal experience or a couple of other people she's spoken to. It could be a stylistic thing but the end result is that you feel like you're reading opinion rather than something that has been heavily researched.
Still, good for a quick overview and I can read other heavier books if I need more info.
August 8, 2015
This book is clear and concise, which I really value. It's a good, simple overview that lays out best practices for managing both your direct reports and your boss to get the most out of your career. I especially appreciated the chapter that explain how to tell when/if something is going terribly wrong. The author puts a strong emphasis on open, honest communication.
November 23, 2016
I was assigned this book to read in preparation for a management training session at work. I think it's useful. There's a lot of common sense stuff in here, but if you've been dropped into management without training, I can see how it would be really valuable. (i.e. This would have been more useful to me a few years ago.)
July 3, 2012
4.5 stars. This book is great for anyone thrust into leading a situation (corporate or otherwise) to create confidence in managing up or down. The part on managing up will be the part most interesting to a general management reader.
September 14, 2012
The best part of this book is how clear and simple the writing style is. I've read similar stuff before, in much thicker and more complex books. I really liked how compact and to the point this book is, I recommend it for anyone who wants a quick and valuable read on managing up and/or down.
December 27, 2012
I found the half about managing up to be a lot more helpful than the half about managing down. I'm a low level manager and I think the managing down part would be more helpful to a middle level manager.
Displaying 1 - 30 of 34 reviews