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 third section-comprising chapters 8 through 11-focuses on what's required to create a real team of those who work for you. Chapter 8 discusses the need to make both written and unwritten plans to guide your team and give them a sense of purpose. "Purpose" is not the work your group has been given but the benefits it provides to others, the role it plays in the larger scheme of things, and the reason it matters in the organization and the world.