Good read, and full of simple, direct, and immediately actionable advice.
Success as a new or even seasoned manager depends on being able to effectively manage your relationships with your boss and with those that report to you: managing up and managing down. Sadly, in most schools and workplaces, managing up is rarely, if ever taught, and managing down doesn't get much more attention. Managers are often left to their own devices--self education and learning by observing and doing. It needn't be that way--there is plenty to be learned from folks that have been there and done that.
Suddenly in Charge is actually two books in one--and creatively designed that way too: start at the front of the book with the Managing Up cover and content, or flip the book and start at the back of the book with the Managing Down cover and content. For managing down, Matuson explores the importance of building trust, first impressions, bosses who aren't afraid to get into the trenches, respecting subordinates, flexibility, listening more and talking less, and helping others shine. For managing up, Matuson emphasizes learning about your boss, understanding their management style and adapting to that style, and, importantly, respecting the organizational chart (i.e., making your boss look good and respecting their role in the organization, even if you might not like them personally).
Matuson includes some worthwhile advice as to navigating office politics, an unavoidable part of every organization. Power in the office takes two forms: hierarchical, which depends on position, and personal, which depends on influence. To survive, you must learn where power (express and implied) resides in your organization and behave accordingly: (i) know the players, (ii) think before acting, (iii) learn from your mistakes, and (iv) play quietly.