Leaving the Shoreline

by Grant Armstrong

Most new managers start with little or no training to prepare them for the transition to new responsibilities. One day they’re showing up to work to run a machine, sell a product, or provide a service, and the next day they’re promoted to their first management position. Maybe they’ve been promoted because they’re the best worker, maybe because they have some administrative ability, or maybe it’s because they get along with people. Regardless of the reason, managing a team of people is very different from being an individual contributor. There are many organizations, post-secondary institutions, and private firms that offer training for managers after they’ve been promoted, but this book will provide the new or aspiring manager with a jump-start on the realities of management. Focusing on areas that typically aren’t explored during formal learning activities at colleges and universities, it’s an inside look at how to prepare yourself and increase your ability to be a successful leader.

288 pages, Paperback

Published November 30, 2018

Reviews

[Cara Krezek · Rating 5 out of 5]

Leaving the Shoreline is one of those books I wish every new manager received on day one.

Full disclosure—Grant Armstrong has been a mentor of mine. But that’s also why I can say this with confidence: his work is grounded, practical, and actually usable.

This isn’t theory-heavy leadership. It’s real-world guidance for stepping into leadership with intention. Grant has a way of distilling complex moments into simple, memorable “grantisms” that stick with you long after you’ve put the book down.

If you’re new to leadership—or even a few years in—this is the kind of book you come back to when you need a reset or a reminder of how you want to show up.

Simple. Practical. Worth it.

[Nora · Rating 4 out of 5]

What I appreciated about this book was the many examples the author shared from his experience and those of his clients and colleagues; the importance of communication (role clarity, clear expectations, early, honest communication), responsibility and integrity; the role of the team leader; the questions for self-reflection; and his discussion of discretionary and non-discretionary effort.