INTRODUCTION

Tom worked as an IT manager for a large multinational. Recently promoted, Tom sometimes wished that he had given up the opportunity to become a manager and had continued to work on his own. He had taken the job on with such good intentions: he would be an effective manager, he would manage the performance of individuals on his team, he would recruit and create a high-performing team, he would deal effectively with difficult situations and help others manage change.

It had all seemed so perfect in the ideal world, but six months into the role, Tom’s confidence in his own abilities was waning. Being a manager was not as easy as Tom had expected. After speaking to a friend who had been an IT manager for five years in another organisation, ...

Get The Effective Manager now with the O’Reilly learning platform.

O’Reilly members experience live online training, plus books, videos, and digital content from nearly 200 publishers.