

This article is an excerpt from the Shortform book guide to "The First-Time Manager" by Jim McCormick. Shortform has the world's best summaries and analyses of books you should be reading.
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What’s the book The First-Time Manager about? Are you transitioning into your first leadership position?
Becoming a manager for the first time can be challenging. In The First-Time Manager, Jim McCormick discusses how to transition into your new managerial position and build an empowering team that’ll back you.
Read below for a brief The First-Time Manager book overview.
The First-Time Manager by Jim McCormick
In The First-Time Manager, book author Jim McCormick argues that to succeed in your new management role, you must shift your focus from tasks to people and build a strong team of empowered employees capable of achieving exceptional results. Whether you’re freshly promoted or looking to brush up on your management skills, McCormick provides the ultimate guide to successfully navigating the role and responsibilities of a manager, including tips for winning the trust of your team, managing performance, and delegating tasks.
McCormick is an expert in organizational risk and the founder and president of the Research Institute for Risk Intelligence. He’s served in executive roles for various real estate and construction companies. He’s given risk management speeches to a range of businesses and institutions, including Wells Fargo, the FBI, and colleges such as Rutgers University. He’s also the author of The Power of Risk and Business Lessons From the Edge.
Part 1: How to Transition Into Your New Role as Manager
McCormick writes that your first goal as a new manager should be to win the trust and confidence of your team. He explains that trust doesn’t come with the title—some employees may be skeptical or indifferent about you, and you’ll likely be compared with the previous manager. In this section, we’ll discuss how to introduce yourself as a competent manager and start earning the respect of your employees.
Exercise Your Authority Sparingly
First, to build trust with your team, McCormick suggests you use your authority and power sparingly. Many first-time managers mistakenly assume they need to establish dominance over their team and start issuing orders and acting assertively. But McCormick explains that your employees know you’re in charge. Making a show of authority will only give people a negative impression of you, potentially causing resentment or distrust. On the other hand, using your authority judiciously ensures that people respect it when it matters.
To avoid alienating people with your authority, you should refrain from making any changes to how the team operates early on. McCormick explains that most people dislike change and fear the unknown. Making changes right when you arrive can even seem like an insult to the previous manager.
Eventually, you’ll likely want to make some changes. When you do, communicate the change ahead of time and provide as much detail as possible to help employees prepare for it. Explain the reason behind the change and how it will affect them. To help employees be more receptive, ask them for suggestions on how the changes can be implemented effectively. Sharing information and getting employees involved helps them trust that you have their best interests at heart and makes them more receptive to the changes.
Start Building Relationships With Your Employees
McCormick writes that another way to transition smoothly into your new management role is to build relationships with your employees. This makes people feel valued and helps you understand how to best support them.
McCormick recommends you start by meeting with each employee individually within the first 60 days. Focus on establishing a personal connection and communicate that you care about them individually and are there to support them. Lay out expectations for how you want to communicate with them—for instance, that you want them to share their goals, give feedback, and be open about their challenges.
After your first meeting, continue to have weekly one-on-one meetings with each employee. This not only helps you get to know them better, but it’s also a more efficient way of addressing any concerns they may have. Rather than having to vie for your attention or interrupt your work, employees can reserve the topics they want to discuss for their regular meeting with you.
Part 2: How to Build a Strong and Effective Team
Now let’s shift our focus to what’s arguably the most important task of a manager: Recruiting and maintaining a team of strong and effective individuals. In this section, we’ll discuss how to hire and train the right people, evaluate their performance and give feedback, and empower your team to take initiative.

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Here's what you'll find in our full The First-Time Manager summary:
- How to succeed as a manager, whether it's your first time or not
- Why managers should shift their focus from tasks to people
- How to gain the trust of your employees and empower them to take initiative