I became a rookie manager in 1985 after working as a psychologist in a corporate healthcare setting, perhaps promoted because I was hard-working and fairly competent. But I had neither management training nor experience. I grossly underestimated the complexities and challenges not only of managing fellow providers who previously had been my peers; I was even more clueless about navigating the politics of working with powerful physicians who were both providers and business executives at the top of the pecking order. As part of my youthful naïveté and lack of preparedness, I worked under the assumption that I would succeed as a manager simply by working hard, making good decisions, and leading by positive example. I was proven dramatically wrong!