by Harvard Business Review , Michael D. Watkins
Have you ever been so incredibly good at your job that you were rewarded with a completely different role—one you had absolutely no idea how to do? It happens every day: star employees are promoted to management, only to find themselves working 80-hour weeks, redoing work, and unintentionally demoralizing their teams. In today’s briefing, we unpack “HBR’s 10 Must Reads for New Managers” and explore the critical identity shift required to survive the transition from individual contributor to leader. Learn why you have to mourn your old job to succeed in your new one, and how to stop playing the instrument so you can start conducting the orchestra.
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Harvard Business Review (HBR) is a leading global authority on management and leadership, published by Harvard Business Publishing as an affiliate of Harvard Business School. Since its founding in 1922, HBR has served as a primary bridge between academic research and business practice. It is …
Michael D. Watkins is a globally recognized expert on leadership transitions and a Professor of Leadership and Organizational Change at IMD Business School. Formerly a faculty member at Harvard Business School, he is best known as the author of the international bestseller "The First 90 Days," …
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