When you’re looking for a ‘snack’ rather than a full meal, these four articles all provide some powerful (but easily digestible) insights into team leadership for new managers.

1. Five Basic But Important Things New Managers Need To Know
Thinking back on his early days as a manager, this author provides 5 insights that he wishes it hadn’t taken years to learn! These insights include how to find balance between authority and friendship when managing old peers, leveraging employee objectives to get everyone on the same page, and asking for help when you need it. These tips could seriously save a new manager from making some classic blunders.

Key quote from this article: “I was a new manager once. I think it was back in Pleistocene Era, though it may have been the Mesozoic. But one thing I do remember: It was a jungle out there. I didn’t have any training – why would I need it, doesn’t everyone instinctively know how to manage people?- and I quickly made a couple thousand mistakes. Or maybe it was a just couple hundred and seemed like a couple thousand – it was a long time ago… In that spirit, here are five things I wish I’d known then… five basic but important things new managers need to know.”

2. How to Take Over From An Incompetent Team Leader
Taking over from an incompetent team leader can be a real challenge, with the odds stacked against you. So how do you do it well? This HBR article identifies several EQ behaviors essential for rebuilding a team. The four steps outlined in this article are designed to create a new platform for the team to trust a leader. I especially like how the steps really make sense and are easy to follow.

Key quote from this article: “Incompetent leaders are not only ineffective at achieving the team’s goals. They think and act in ways that detract from and undermine the team’s performance, working relationships, and well-being. Consequently, in addition to forging agreement on the normal issues of mission, goals, and roles, incoming leaders often find their new team in disarray, dealing with conflict and stress. Building a stronger team means addressing these emotionally-laden issues.”

3. A Crash Course In Leadership For 20-Something CEOs
Here’s some great advice for adapting to your new role. Although this Fast Company article is aimed at young CEOs, 40-year Deloitte veteran Barry Salzberg provides some invaluable advice for young managers at all levels to hit the ground running. His insights include who to listen to (and who to ignore), when to be tough (think: problems not people), and the importance of a multi-year vision for your team.

Key quote from this article: “It’s a fact; some people won’t understand your vision. Some people will think they’re being helpful by telling you to give up. At the same time, mentors will never be more important in your career than they are right now. Mentors help us look at problems differently, and see things in us that we can’t see ourselves.”

4. If You’ve Just Taken Over a Team, Quickly Let Underperformers Go
This article from the Harvard Business Review lists three reasons that new managers are hesitant to let underperformers go. While it doesn’t provide any guidelines for when to let people go, it seeks to help diagnose the cause of any inner-hesitation you may have to make the tough decision.

Key quote from this article: “Most new managers are not hired or promoted to be business caretakers and status quo maintainers. Instead they are expected to take their department or unit to a next level of performance — and putting the strongest team on the field as quickly as possible is one of the keys to making that happen.”