Many of us first-time managers are up for the challenge of leading others. We are proud to be regarded as leaders. We aspire to be great leaders.

But it’s challenging and difficult, oftentimes humbling and discouraging.

We struggle fulfilling our potential or even knowing what we should do.


We can’t rely on what got us promoted into leadership in the first place: our own individual strengths, talents, skills, smarts, and abilities.

And it’s likely no one ever told us (1) to stop doing that, (2) to start doing something else, and (3) here’s how.

I’m not exaggerating. A good many of us – almost 60% – get no training or development when we go from individual star to leader, according to a CareerBuilder survey.

And the lucky few who get training receive way less than more senior and seasoned leaders.*

That’s why I wrote Be the Boss Everyone Wants to Work For: A Guide for New Leaderspublished by Berrett-Koehler Publishers with CCL.

Set for release August 29, 2016, the book offers actionable, practical, evidence-based advice and examples from my own newest and latest research of new leaders from around the world; from training new leaders; and my own failures and triumphs in leadership.

What makes this book different than others out there? It’s the triple threat:

  • Science: It takes research and puts it in a way that you can understand.
  • Practice: It turns the research into actionable content that you can implement, on the job, now.
  • Art: And, you’ll read how I’ve sometimes (ok, oftentimes) failed and sometimes actually succeeded at being a new leader myself, and learn from my mistakes and successes.

What also makes the book different is a “virtual coach” – at the end of each chapter is a “coach’s corner” that puts what you read into action. It gives you questions to think about to deepen the learning, and 2 applications to do, right now, in your job.

First-time managers and new leaders are often part of the biggest population of leaders in most organizations: entry- and first-level managers, supervisors, and directors on the frontlines. We are the future leaders of organizations, the indicator of strength for our organizations’ leadership pipeline.

And we aren’t getting the support, training, and development needed to make the biggest psychological and emotional shift in our working careers.

That needs to change.

So let’s start a conversation about how to be an effective and successful first-time manager and new leader. Leave a comment with advice. Share this post. Use #BeTheBossBook to talk about it on Twitter. Let’s even begin a virtual support system to help us first-time managers and new leaders on the frontlines.

The system for strengthening our leadership pipelines and ensuring the success of the next generation of leaders is broken. Through awareness, dialogue, and support — immersed in the science, practice, and art of developing leaders the right way — we can fix it.

That’s why I want to help new leaders.

And that’s why you should too.

*Source: O’Leonard, K., & Krider, J. (2014, May). Leadership development factbook® 2014: Benchmarks and trends in U. S. leadership development. BERSIN by Deloitte.

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