What To Do When You Become the Boss: How new managers become successful managers

What to do when you get promoted to management level and, in particular, how to manage people. Most new managers get very little initial training on how to manage. Generally, new managers are promoted or selected for the role because of their excellent technical or professional expertise. It is assumed therefore that they will also be experts at people management, but this is often not the case. WHAT TO DO WHEN YOU BECOME THE BOSS is a complete how to guide for first-time managers. Simple and practical, you'll discover how to: Become an effective leader and get the best out of yourself and be recognised throughout the organisation; Allocate your time effectively between leading, managing and operating; Manage your boss; Manage team performance, including setting standards, coaching, motivating and appraising performance; Delegate, make effective decisions and run motivating meetings; Choose the right person for the job using a proven method.

Bob Selden is a keen student of behaviour.  He believes the words we use not only impact our relationships with others, but also the way in which we behave. 

Recent research tends to support this belief.  For example, studies show that when young male drivers hear male type words (such as "tough" and "rough") they automatically increase their speed, whilst hearing female type words (such as "pink" and "lipstick") leads to a reduction in their speed. 

Bob asks; "Can the words a manager uses impact his or her relationships, behaviour, even motivation?" 

In his best-selling book "What To Do When You Become The Boss" (recently translated and released in China and also now in Polish), Bob shows how using the right words can help managers improve their effectiveness and relationships with key people.  The book also gives Bob the opportunity to pass on many of the management models, theories and practical tips that he's picked up over a long and varied management career.

Bob survived his first new manager's role in banking to eventually develop into a senior manager responsible for the career development of hundreds of other managers.  During this growing process, and later as an organisational development consultant, trainer and coach, he learnt what works and what doesn't work when managing others.

Bob's recently returned to Australia after seven years living in Switzerland with his wife Anita, a senior manager in a large multinational organisation. 

As well as consulting to various organisations on 5 continents, he's coached at the International Institute for Management Development in Lausanne, Switzerland one of the world's leading business schools), and the Australian Graduate School of Management, Sydney, Australia.