What will I learn about: how to distinguish between a collaborative team and an independent group so you can tailor your management and communication approach accordingly?

Discover how to distinguish between a collaborative team and an independent group so you can tailor your management and communication approach accordingly.

What will I learn about: define employee roles through results-driven outputs rather than task-based inputs to provide absolute clarity on what success looks like?

Learn how to define employee roles through results-driven outputs rather than task-based inputs to provide absolute clarity on what success looks like.

What will I learn about: the value of collaboratively setting specific, measurable performance standards with your team based on quantity, quality, and time metrics?

Understand the value of collaboratively setting specific, measurable performance standards with your team based on quantity, quality, and time metrics.

What will I learn about: why the popular 'feedback sandwich' dilutes your message and why separating positive praise from constructive criticism yields better results?

Find out why the popular 'feedback sandwich' dilutes your message and why separating positive praise from constructive criticism yields better results.

What will I learn about: the art of delivering feedback by using observation-based 'I' messages instead of accusatory statements to prevent defensiveness and foster problem-solving?

Master the art of delivering feedback by using observation-based 'I' messages instead of accusatory statements to prevent defensiveness and foster problem-solving.

What to Do When You Become the Boss

How New Managers Become Successful Managers

Bob Selden

★ 5.0 / 5(2 ratings)

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Categories:

Personal Development Management & Leadership Career & Success

If You're Curious About These Questions...

You should listen to this audiobook

💡Have you ever wondered why the most successful managers spend just as much time managing their own boss as they do their direct reports?
💡What if you could master the delicate transition from being 'one of the team' to leading it without creating friction or resentment?
💡What’s the secret to managing 'inward' to ensure your own career growth doesn't stall while you're busy focusing on everyone else’s performance?

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Key Takeaways from What to Do When You Become the Boss

✓Discover how to distinguish between a collaborative team and an independent group so you can tailor your management and communication approach accordingly.
✓Learn how to define employee roles through results-driven outputs rather than task-based inputs to provide absolute clarity on what success looks like.
✓Understand the value of collaboratively setting specific, measurable performance standards with your team based on quantity, quality, and time metrics.
✓Find out why the popular 'feedback sandwich' dilutes your message and why separating positive praise from constructive criticism yields better results.
✓Master the art of delivering feedback by using observation-based 'I' messages instead of accusatory statements to prevent defensiveness and foster problem-solving.

Learning Tools

Reinforce what you learned from What to Do When You Become the Boss

Mind Map

What to Do When You Become the Boss

The Core Shift+

Building the Team+

Setting Clear Expectations+

Delivering Effective Feedback+

Managing Transitions+

Managing in All Directions+

Managing Yourself+

Quiz — Test Your Understanding

Question 1 of 7

According to the book, how should a manager adjust their approach if they are leading a 'group' of independent workers rather than a collaborative 'team'?

A. Focus on one-on-one communication and use meetings primarily for information sharing.
B. Create projects that mix people from different areas to force collaboration.
C. Implement daily stand-up meetings to ensure everyone is working at the exact same pace.
D. Evaluate the group solely based on their collective output rather than individual metrics.

Question 2 of 7

What is the author's recommended approach for defining roles to ensure employees understand what is expected of them?

A. List every daily task and duty the employee is expected to perform step-by-step.
B. Rely entirely on the standardized job descriptions provided by the HR department.
C. Define roles through outputs and results rather than inputs and daily tasks.
D. Focus strictly on the amount of time an employee should spend on specific duties.

Question 3 of 7

Why does the author advise against using the 'feedback sandwich' (hiding criticism between layers of praise)?

A. It takes too much time to deliver during short one-on-one meetings.
B. It dilutes the core message and leaves employees confused about what actually needs to change.
C. It makes the manager appear overly authoritative and lacking in empathy.
D. It violates standard HR protocols regarding how formal performance reviews should be documented.

Question 4 of 7

How should a manager frame constructive feedback to prevent the employee from becoming defensive?

A. By using 'I' messages to transform the feedback from an accusation into an observation.
B. By using 'You' statements to ensure the employee takes full accountability for the mistake.
C. By framing the feedback as a collective complaint from the entire team.
D. By asking rhetorical questions that lead the employee to guess what they did wrong.

Question 5 of 7

When interviewing candidates, what is the primary purpose of using 'behavior description techniques'?

A. To test the candidate's ability to think quickly on their feet using hypothetical scenarios.
B. To determine if the candidate's personality type matches the manager's preferred working style.
C. To assess the candidate's technical skills and specific software proficiencies in real-time.
D. To reveal how candidates have actually acted in past situations rather than how they might respond hypothetically.

Question 6 of 7

Which of the following is one of the 'four golden rules' for successfully managing the relationship with your boss?

A. Always present problems without solutions to encourage collaborative brainstorming.
B. Never hide problems, as transparency builds trust even when sharing difficulties.
C. Keep your disagreements public so the team knows you are advocating for them.
D. Wait until formal performance reviews to discuss misaligned expectations.

Question 7 of 7

What is suggested as the first step for new managers to avoid the trap of failing to manage their own well-being?

A. Honestly tracking all work hours, including the small, quiet check-ins that extend the workday.
B. Immediately delegating all operational tasks to the most senior team member.
C. Refusing to answer any emails or messages sent after standard business hours.
D. Scheduling a mandatory two-week vacation during the first three months of the new role.

What to Do When You Become the Boss — Full Chapter Overview

1Recommendation
2It begins with your team
3Clear expectations set you up to succeed
4Some thoughts on feedback
5Handle employee transitions
6Management happens in all directions
7Remember: manage yourself too

What to Do When You Become the Boss Summary & Overview

What to Do When You Become the Boss (2007) offers practical strategies for effectively managing in all directions: upward, downward, and inward. This accessible manual covers essential management skills from team leadership and performance management to decision-making and self-management, serving as both an introduction for new managers and a reference tool for experienced leaders navigating workplace challenges.

Who Should Listen to What to Do When You Become the Boss?

New managers seeking guidance on immediate challenges
Aspiring managers ready to demonstrate their management potential
Experienced managers who want to brush up their team leadership skills

About the Author: Bob Selden

Bob Selden is a management consultant and author who specializes in leadership development and team performance. Selden has worked with multinational organizations globally, bringing decades of expertise in translating management theory into practical, actionable advice for leaders at all levels

What to Do When You Become the Boss

If You're Curious About These Questions...

Listen to What to Do When You Become the Boss — Free Audiobook

Key Takeaways from What to Do When You Become the Boss

Learning Tools

Mind Map

Quiz — Test Your Understanding

What to Do When You Become the Boss — Full Chapter Overview

What to Do When You Become the Boss Summary & Overview

Who Should Listen to What to Do When You Become the Boss?

About the Author: Bob Selden

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