Page 11 - Twenty Four Lessons for Mastering Your New Role

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you need to learn how to think strategically as well as tactically; you
need to learn how to build alliances. And while you may understand
the theory of these things, it’s actually doing them that is the issue.
And that’s also the point of this little book—to give you practical
methods for meeting the challenges of managing your employees
and making the organization happy it has you doing this work.
It’s a good idea to first read this book from beginning to end.
Highlight ideas that intrigue you. Make notes in the margins. Think
about how you can use the methods to help you as you immerse your-
self in your new responsibilities. Then keep it in your office as a
quick reference. Build on the ideas and actions described here to
hone your management skills. Soon enough, you will no longer be a
new manager, but one who clearly understands the nature of your
responsibilities and the opportunities you have to make a real differ-
ence for your organization and yourself. Good luck!

“In the end, all management can be reduced to three
words: people, product, and profits. People come first.”
—Lee Iacocca

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