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What's inside

32 chapters in seven phases [confirm: the introduction says six, the contents list seven]. Each chapter starts with the question a new manager asks, and ends with one micromastery you can try this week.

[confirm] The one-line challenges are condensed from Tim's chapter challenges; check the wording with Tim.

Phase 1

Preparing for the Jump

The ground rules: what managing is, how you learn and who you are as a manager.

  1. Chapter 1: Managing the Key Elements

    The challenge: I don't know what I should be doing, and the people I manage are experts I can't tell what to do.

  2. Chapter 2: Learning and being a manager

    The challenge: How can I keep learning when I barely have time to deliver business as usual?

  3. Chapter 3: Qualities required to manage

    The challenge: How should I behave so people respect me and commit to the outcomes we agree?

  4. Chapter 4: Manager as leader

    The challenge: Asking what leadership is gives me nothing I can actually do.

  5. Chapter 5: Learning strategy

    The challenge: How can I learn, how often, and how do I fit it into a busy schedule?

  6. Chapter 6: Your Identity

    The challenge: How should I behave, what values should I hold, and which skills make me a manager?

Phase 2

Getting Going: starting to make jumps

Goals, plans and the first habits: facilitate, sell, monitor.

  1. Chapter 7: Setting your goals, stretch ones

    The challenge: What is the point of a stretch goal I know I can't meet, when my boss keeps changing their mind?

  2. Chapter 8: Planning to achieve your goals

    The challenge: Planning uses up time I don't have, and no plan survives first contact anyway.

  3. Chapter 9: Be a facilitator

    The challenge: I am not a technical expert, so I can't tell people what to do. Isn't that my job?

  4. Chapter 10: Managers don't preach, they sell

    The challenge: My instinct is to talk and tell, and I don't want to come across as a salesperson.

  5. Chapter 11: Monitor everything

    The challenge: I don't have time to monitor the work, because of everything else I'm doing.

Phase 3

Getting Better: improving your jumps

Risk, respect, safety, questions, delegating, hiring, teamwork and motivation.

  1. Chapter 12: Proactive vs reactive management

    The challenge: I'm too busy sorting out the inputs to manage the outputs or plan for risks.

  2. Chapter 13: Treating others like you want to be treated

    The challenge: Isn't my job to boss people around? I haven't got time to consider their feelings.

  3. Chapter 14: Leading by example

    The challenge: I'll earn respect by doing the work they do. What if I can't do their work?

  4. Chapter 15: Protect your people

    The challenge: I don't like everyone in my team. Do I still have to take the flak for them?

  5. Chapter 16: Psychological safety

    The challenge: If people don't feel safe to speak, they won't take the risk when invited to.

  6. Chapter 17: Asking the right questions and listening to the answers

    The challenge: I don't want to put people under stress with questions, so I fill the silence myself.

  7. Chapter 18: Delegating

    The challenge: Isn't delegating just me telling them what to do?

  8. Chapter 19: Hiring the right people

    The challenge: Don't I have to fit the person to the job?

  9. Chapter 20: Build the team and teamwork

    The challenge: Teamwork makes the dream work, but I don't know what it actually is or what to do.

  10. Chapter 21: Motivating others

    The challenge: I know motivated people deliver more, but I don't know how to motivate them.

Phase 4

Dealing with the Tough Stuff

The difficult conversation most managers sweep under the carpet.

  1. Chapter 22: Handling difficult situations and people

    The challenge: I don't want to confront people over things that are subjective, not factual.

Phase 5

Managing the Upward Jumps

Know your stakeholders, then plan for each of them.

  1. Chapter 23: Identifying your stakeholders

    The challenge: If I don't know who has power or influence, does it matter?

  2. Chapter 24: Engaging your stakeholders

    The challenge: Now I know who matters, can't I just say yes to everyone?

Phase 6

Continuous Development

Develop your people, improve your systems and manage yourself.

  1. Chapter 25: Planning your staff development

    The challenge: Isn't staff development just agreeing to a course once or twice a year?

  2. Chapter 26: Improving systems and procedures

    The challenge: They are what they are. If it could be better, wouldn't we have done it already?

  3. Chapter 27: Managing yourself and your time

    The challenge: How do I fit in everything I have to do, instead of just lots of little things?

  4. Chapter 28: Managing your procrastinations

    The challenge: We all put off the most important things for easier, more rewarding work.

  5. Chapter 29: Management style

    The challenge: Surely being myself is enough, without changing my style?

  6. Chapter 30: Manager as coach in the moment

    The challenge: I don't know how to coach, and should I be coaching anyway?

  7. Chapter 31: Managing meetings

    The challenge: Isn't it just an agenda, finishing on time and doing the minutes?

Phase 7

AI and the Future Jumps

What changes for managers now.

  1. Chapter 32: Artificial intelligence and the future for managers

    The challenge: AI will take my job. Now what?