Book Review: Managing Right For The First Time

Managing Right for the First Time is an instructive overview of what it takes to be a new manager in practice–not theory. It is a how-to guide for success for the first-time manager.

Rockbench Publishing contacted me and asked if I would do a review of David Baker’s book for first time managers, Managing Right for the First Time.  David has an accomplished biography. He has a management consulting practice and he is a  frequent speaker and author. He has been featured in many publications including the Wall Street Journal, USA Today, Inc. Magazine, and Business Week. David brings much life experience to this topic.

I do not do paid reviews and generally, I am not able to do many book reviews for authors given my schedule.  David’s book with its focus on helping professionals make the transition to management captured my attention, however. This is due to my own management story.  (I recall what it was like for me years ago as a young, twenty-something finance manager with good technical skills but with no self-awareness of my lacking people skills. I also struggled then because I had no real training in management and I had no role models to emulate.  My start in management was a rocky one that I still remember. It gives me valuable insights as I work in my coaching and development work with managers facing difficulties.)

In reviewing David’s book, I decided that I would evaluate what he had to say from two perspectives. Specifically, how helpful would Managing Right for the First Time had been had I read it when I was that young, twenty-something manager? Lastly, given my experiential journey to what I do now as I help other managers and leaders with their challenges, how relevant and accurate is Managing Right for the First Time?  David did not disappoint from either perspective!

David’s book reflects his real world business experiences. As he mentions, his leadership experiences include those of a parent, manager of a department, owner of a business, and elected official.  As such, his focus is not on management theories and models. His is a real-world discussion that addresses the issues new managers face in their difficult transition from worker to boss. Reality check are the words I use for his book.  David effectively addresses several important areas that new managers need to understand quickly and correctly. These critical areas include the following:

• Good technical skills are not the same as good management skills.
• New managers must have a clear understanding of why they were promoted and what is expected of them.
• New managers need to understand the impact organizational politics has on their managerial effectiveness.
• New managers must gain an understanding of their boss and learn how to “manage” him or her.
• New managers need to develop and display critical leadership attributes.

David builds on these areas by providing detailed, how-to instructions on important activities such as selecting, orienting, and evaluating staff. Throughout his writing there is a recurring message for new managers: treat your people well and they will give you their best. His instructions are useful guides that new managers can adopt to start their management journey correctly.

Finally, David has a very direct communication style that leaves little room for misunderstanding.  He calls different practices as he sees them. For example, he discusses “stupid expectations from your boss” and then describes how to respond to these expectations without losing your job.   His writing is also full of witty, insightful statements that both grab your attention and support his narrative.  For example, David explains several areas as follows:

Ideal bosses: Flawed, but self-aware and committed to the right things.

Other than that very small group of just plain evil bosses you might have inherited, the vast majority of bosses mean well but just have trouble making it happen.

Organizational stakeholders: people capable of sinking the ship if you don’t keep them happy.

If you’re doing your job right, you should be hiring experts and experts are people who can teach you things, not people who need to learn from you.

David’s directness, his writing style, and the reader-friendly organization of the book makes Managing Right for the First Time a helpful resource.  If you are a new manager, do yourself a favor and buy this book for your business library.  If you know a new manager, do them a favor and buy this book for their business library.

You can learn more about David and his firm here.

Tagged as: Book Review, communication, leadership, management, people skills, survival skills

About the Author

Robert Tanner is the founder of the Management is a Journey Blog and Principal Consultant at Business Consulting Solutions LLC. He is a certified change management consultant, management mentor, trainer, and an Adjunct Professor of Management. Robert has a passion for helping managers and leaders fulfill their potential. Connect with Robert on Google+ and Twitter. To join the mailing list, subscribe here.