Managing is hard.
She holds a PhD and MBA from The Wharton School and a BS from Georgetown University..
A former chief people officer, she was on the executive teams of start-ups in the healthcare and big data space.
Additionally, Rachel serves on the board of advisors for numerous start-ups, primarily in the digital health and wellness space.
She is also a founding faculty member of the Entrepreneurship in Education Program at the University of Pennsylvania, where she teaches multiple courses for budding entrepreneurs that focus on the Practical side of working in a small organization.
At Wharton, Rachel conducts research on management--specifically on power and conflict--and is a member of the teaching faculty.
She is passionate about teaching people what it takes to be great Managers and coaching executives and leaders on how to build thriving teams and organizations.
About author(s): Rachel Pacheco , PhD, is a management author, lecturer, and researcher at The Wharton School.
In Bringing Up the Boss: Practical Lessons for New Managers , Pacheco shares these skills, along with cutting-edge research, data, anecdotes, how-to exercises, and more, to help overwhelmed employees become expert managers.
Pacheco, a former chief people officer and founding team executive at multiple start-ups, conducts research on management and works with CEOs and their Managers to build the skills necessary to navigate a rapidly scaling organization.
But what does it mean to manage, and how do you teach someone to be a good manager? Enter Rachel Pacheco , an expert at helping start-ups solve their management and culture challenges.
First-timers want to quickly learn what it takes to be a successful manager--like they learned how to code, how to design, how to sell--and put those learnings into practice.
Now, as managers, they are expected--often without any direction or role models--to know how to develop, coach, structure projects, review, and set expectations for a whole bunch of new, incredible people.
Just a few years prior, these folks were barely able to figure out their own roles in their crazy, ever-changing company.
The start-up grows, the team expands, and those early joiners all of a sudden are responsible for leading a team.
A new start-up comes on the scene filled with a team of talented people.
Managing for the first time is even harder.
Managing is hard
