The Uncommon Commodity: The Common Sense Guide for New Managers
(eAudiobook)

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Average Rating
Published
Findaway Voices, 2020.
Status
Available Online

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Physical Description
3h 49m 0s
Format
eAudiobook
Language
English
ISBN
9780998107271

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Citations

APA Citation, 7th Edition (style guide)

Doug Thorpe., Doug Thorpe|AUTHOR., & Kevin Theis|READER. (2020). The Uncommon Commodity: The Common Sense Guide for New Managers . Findaway Voices.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

Doug Thorpe, Doug Thorpe|AUTHOR and Kevin Theis|READER. 2020. The Uncommon Commodity: The Common Sense Guide for New Managers. Findaway Voices.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

Doug Thorpe, Doug Thorpe|AUTHOR and Kevin Theis|READER. The Uncommon Commodity: The Common Sense Guide for New Managers Findaway Voices, 2020.

MLA Citation, 9th Edition (style guide)

Doug Thorpe, Doug Thorpe|AUTHOR, and Kevin Theis|READER. The Uncommon Commodity: The Common Sense Guide for New Managers Findaway Voices, 2020.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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Grouped Work ID45a05836-7851-cdf0-c239-72805fbbfe71-eng
Full titleuncommon commodity the common sense guide for new managers
Authorthorpe doug
Grouping Categorybook
Last Update2023-07-25 14:24:09PM
Last Indexed2024-04-20 23:30:46PM

Book Cover Information

Image Sourcehoopla
First LoadedAug 24, 2023
Last UsedApr 12, 2024

Hoopla Extract Information

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    [synopsis] => Written from first-hand experiences offered by author, banker, and entrepreneur, Doug Thorpe. This is a collection of practical principles, ideas, tips, and life hacks to help new managers thrive. It is common business practice for companies of all sizes to look across their workforce and make some interesting picks when a new team leader is needed. Often the selection criteria are based upon highest performer, the biggest producer, or 'smartest' worker. Moving from being the doer on the team to being the leader of the team is a big leap for most. Despite business school learning or practical on-the-job leadership lessons (like returning military), nothing is more sobering that meeting with your team for the first time after you are selected. Effective transition begins immediately. Miss the first few steps and you might have momentum moving in the wrong direction. There are so many variables that can determine the outcome. As the candidate who becomes the new manager, your role changes on the spot. Now other people are counting on you for guidance, decision making, and support. You still might have your own work product quotas to manage, but now you add on the load of managing the others. While things heat up at work during the transition, it is easy for your personal life to get out of balance.
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