Are you the boss you need to be? You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers. You're not alone. As Harvard Business School's Linda Hill and manager and executive Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. This essential book, now with a new preface, explains how to master three imperatives: (1) Manage yourself: Learn that management isn't about doing all the work on your own. It's about leading others to accomplish things with you as their guide, (2) Manage your network: Understand how power and influence work in your organization, and build a network of mutually beneficial relationships to navigate your company's complex political environment, and (3) Manage your team: Create a high-performing "we" out of all the "I's" who report to you. The first section-comprising chapters 2 through 4-discusses the person-to-person relationships managers form with others, which are the basis for how managers influence others. Chapter 4 discusses where influence actually comes from-people's trust in their manager. Trust is the foundation for all forms of influence other than coercion. The chapter examines the sources of trust, people's belief in a manager's confidence and character. The Part One Summary asks a series of questions for the reader to know where they are on their managerial journey, specific to managing themselves.