Peter Curran
Peter Curran writes about the part of management nobody prepares you for: the first year, when you still think of yourself as the person who did the work, and everyone around you has already started treating you as something else.
The New Manager Series exists because most management books are written for people who are already managers. They assume the transition is over. It isn’t. The first ninety days are where the habits get set, and almost nobody gets help during them.
What this work is built on
Three positions run through everything in the series. They are not comfortable, and that is deliberate.
- You work for the company, not for your team. Looking after your people is part of the job, not the job itself. Managers who forget that end up representing their team against the company instead of leading it.
- You are measured by what your team produces. Not by what you produce. The hardest part of the first year is letting go of the work you were good at.
- Delegation is asking for results, not methods. If you hand over the task and keep the method, you have not delegated anything. You have added a step.
This is not a book you read. It is a framework you use.
The New Manager Series, New Leadership Press
New Leadership Press
New Leadership Press publishes the New Manager Series. The First-Time Manager’s 90-Day Journal is the first volume. The next, Uncomfortable Truths for First-Time Managers, is in preparation.