Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best.
1. Cover image - p. Cover 2. Title page - p. Cover 3. Table of Contents - p. Cover 4. Copyright - p. Cover 5. Dedication - p. Cover 6. A Leadership Prayer - p. Cover 7. Editor - p. Cover 8. Preface - p. Cover 9. Foreword - p. Cover 10. Chapter 1. The Road to Success is the Road to Failure - p. Cover 11. Chapter 2. Management & Leadership - p. G9 12. Chapter 3. Career Anchors - p. G19 13. Chapter 4. Delegation - p. G32 14. Chapter 5. Taking Interest: New Skills - p. G41 15. Chapter 6. Risk = Management (as does Uncertainty) - p. G55 16. Chapter 7. Decision Making is Hard - p. G65 17. Chapter 8. Moving Up the Ladder: Abandoning Your Peers? - p. G75 18. Chapter 9. Relationships: More Than Just Your Specialty - p. G88 19. Chapter 10. Tactics: the 4 Ps, and Walk Arounds - p. G97 20. Chapter 11. Leading and Managing Yourself: Mentors - p. G108 21. Chapter 12. Project Perspectives - p. G118 22. Chapter 13. Managing Upward - p. G126 23. Chapter 14. Being the CEO (or At Least Acting Like One) - p. G137 24. Chapter 15. A Final Note - p. G148 25. Index - p. G148
Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best.
1. Cover image - p. Cover 2. Title page - p. Cover 3. Table of Contents - p. Cover 4. Copyright - p. Cover 5. Dedication - p. Cover 6. A Leadership Prayer - p. Cover 7. Editor - p. Cover 8. Preface - p. Cover 9. Foreword - p. Cover 10. Chapter 1. The Road to Success is the Road to Failure - p. Cover 11. Chapter 2. Management & Leadership - p. G9 12. Chapter 3. Career Anchors - p. G19 13. Chapter 4. Delegation - p. G32 14. Chapter 5. Taking Interest: New Skills - p. G41 15. Chapter 6. Risk = Management (as does Uncertainty) - p. G55 16. Chapter 7. Decision Making is Hard - p. G65 17. Chapter 8. Moving Up the Ladder: Abandoning Your Peers? - p. G75 18. Chapter 9. Relationships: More Than Just Your Specialty - p. G88 19. Chapter 10. Tactics: the 4 Ps, and Walk Arounds - p. G97 20. Chapter 11. Leading and Managing Yourself: Mentors - p. G108 21. Chapter 12. Project Perspectives - p. G118 22. Chapter 13. Managing Upward - p. G126 23. Chapter 14. Being the CEO (or At Least Acting Like One) - p. G137 24. Chapter 15. A Final Note - p. G148 25. Index - p. G148
