All too often, companies promote their best worker/technician/salesperson into a supervisory position. The common misconception is that if you're good at doing something, you'll be good at managing or supervising others doing that same job. Doing a job and supervising others doing that job are two very different functions and require very different skills. So if you know of anyone who has been thrown into this very difficult situation (maybe your own supervisor?) this handbook gives them simple, yet very effective, ways to supervise and motivate employees.