تغییرات

مترجم: [[کاربر:S.rahmanpour64|سجاد رحمانپور]] و [[کاربر:Kazemi10000|رضا کاظمی احمدآبادی]]

مترجم: [[کاربر:S.rahmanpour64|سجاد رحمانپور]] و [[کاربر:Kazemi10000|رضا کاظمی احمدآبادی]]

== Summary ==

= Summary =

''For over a decade, the author has studied how star performers transition into management. As firms become leaner and more dynamic, this transition has only grown more challenging. But acknowledging and rectifying certain prevalent misconceptions around what management roles actually require can give these potential managers a far greater chance of success. Many new managers are reluctant to ask for help from their bosses, but when they do ask, they are often relieved to find their superiors more tolerant of both their questions and their outright mistakes than they had expected. Ultimately, senior managers must step up and support younger managers — both for the sake of their individual growth and the success of the entire organization. ''  

''For over a decade, the author has studied how star performers transition into management. As firms become leaner and more dynamic, this transition has only grown more challenging. But acknowledging and rectifying certain prevalent misconceptions around what management roles actually require can give these potential managers a far greater chance of success. Many new managers are reluctant to ask for help from their bosses, but when they do ask, they are often relieved to find their superiors more tolerant of both their questions and their outright mistakes than they had expected. Ultimately, senior managers must step up and support younger managers — both for the sake of their individual growth and the success of the entire organization. ''  

To help new managers pass this first leadership test, we need to help them understand the essential nature of their role—what it truly means to be in charge. Most see themselves as managers and leaders; they use the rhetoric of leadership; they certainly feel the burdens of leadership. But they just don’t get it.

To help new managers pass this first leadership test, we need to help them understand the essential nature of their role—what it truly means to be in charge. Most see themselves as managers and leaders; they use the rhetoric of leadership; they certainly feel the burdens of leadership. But they just don’t get it.

== Why Learning to Manage Is So Hard ==

= Why Learning to Manage Is So Hard =

One of the first things new managers discover is that their role, by definition a stretch assignment, is even more demanding than they’d anticipated. They are surprised to learn that the skills and methods required for success as an individual contributor and those required for success as a manager are starkly different—and that there is a gap between their current capabilities and the requirements of the new position.

One of the first things new managers discover is that their role, by definition a stretch assignment, is even more demanding than they’d anticipated. They are surprised to learn that the skills and methods required for success as an individual contributor and those required for success as a manager are starkly different—and that there is a gap between their current capabilities and the requirements of the new position.

Painful—and stressful. New managers inevitably ponder two questions: “Will I like management?” and “Will I be good at management?” Of course, there are no immediate answers; they come only with experience. And these two questions are often accompanied by an even more unsettling one: “Who am I becoming?”

Painful—and stressful. New managers inevitably ponder two questions: “Will I like management?” and “Will I be good at management?” Of course, there are no immediate answers; they come only with experience. And these two questions are often accompanied by an even more unsettling one: “Who am I becoming?”

== A New Manager’s Misconceptions ==

= A New Manager’s Misconceptions =

Becoming a boss is difficult, but I don’t want to paint an unrelentingly bleak picture. What I have found in my research is that the transition is often harder than it need be because of new managers’ misconceptions about their role. Their ideas about what it means to be a manager hold some truth. But, because these notions are simplistic and incomplete, they create false expectations that individuals struggle to reconcile with the reality of managerial life. By acknowledging the following misconceptions—some of which rise almost to the level of myth in their near-universal acceptance—new managers have a far greater chance of success. (For a comparison of the misconceptions and the reality, see the exhibit “Why New Managers Don’t Get It.”)

Becoming a boss is difficult, but I don’t want to paint an unrelentingly bleak picture. What I have found in my research is that the transition is often harder than it need be because of new managers’ misconceptions about their role. Their ideas about what it means to be a manager hold some truth. But, because these notions are simplistic and incomplete, they create false expectations that individuals struggle to reconcile with the reality of managerial life. By acknowledging the following misconceptions—some of which rise almost to the level of myth in their near-universal acceptance—new managers have a far greater chance of success. (For a comparison of the misconceptions and the reality, see the exhibit “Why New Managers Don’t Get It.”)

Why New Managers Don’t Get It Beginning managers often fail in their new role, at least initially, because they come to it with misconceptions or myths about what it means to be a boss. These myths, because they are simplistic and incomplete, lead new managers to neglect key leadership responsibilities.

Why New Managers Don’t Get It Beginning managers often fail in their new role, at least initially, because they come to it with misconceptions or myths about what it means to be a boss. These myths, because they are simplistic and incomplete, lead new managers to neglect key leadership responsibilities.

== Managers wield significant authority ==

= Managers wield significant authority =

When asked to describe their role, new managers typically focus on the rights and privileges that come with being the boss. They assume the position will give them more authority and, with that, more freedom and autonomy to do what they think is best for the organization. No longer, in the words of one, will they be “burdened by the unreasonable demands of others.”

When asked to describe their role, new managers typically focus on the rights and privileges that come with being the boss. They assume the position will give them more authority and, with that, more freedom and autonomy to do what they think is best for the organization. No longer, in the words of one, will they be “burdened by the unreasonable demands of others.”

Her prior experience notwithstanding, she faced the typical stresses of a new manager: “It’s like you are in final exams 365 days a year,” she says. Still, the new edition was launched on schedule and exceeded its business plan forecasts.

Her prior experience notwithstanding, she faced the typical stresses of a new manager: “It’s like you are in final exams 365 days a year,” she says. Still, the new edition was launched on schedule and exceeded its business plan forecasts.

== Authority flows from the manager’s position ==

= Authority flows from the manager’s position =

Don’t get me wrong: Despite the interdependencies that constrain them, new managers do wield some power. The problem is that most of them mistakenly believe their power is based on the formal authority that comes with their now lofty—well, relatively speaking—position in the hierarchy. This operating assumption leads many to adopt a hands-on, autocratic approach, not because they are eager to exercise their new power over people but because they believe it is the most effective way to produce results.

Don’t get me wrong: Despite the interdependencies that constrain them, new managers do wield some power. The problem is that most of them mistakenly believe their power is based on the formal authority that comes with their now lofty—well, relatively speaking—position in the hierarchy. This operating assumption leads many to adopt a hands-on, autocratic approach, not because they are eager to exercise their new power over people but because they believe it is the most effective way to produce results.

Once again, we see a new manager fall into the trap of relying too heavily on his formal authority as his source of influence. Instead, he needs to build his influence by creating a web of strong, interdependent relationships, based on credibility and trust, throughout his team and the entire organization—one strand at a time.

Once again, we see a new manager fall into the trap of relying too heavily on his formal authority as his source of influence. Instead, he needs to build his influence by creating a web of strong, interdependent relationships, based on credibility and trust, throughout his team and the entire organization—one strand at a time.

== Managers must control their direct reports ==

= Managers must control their direct reports =

Most new managers, in part because of insecurity in an unfamiliar role, yearn for compliance from their subordinates. They fear that if they don’t establish this early on, their direct reports will walk all over them. As a means of gaining this control, they often rely too much on their formal authority—a technique whose effectiveness is, as we have seen, questionable at best.

Most new managers, in part because of insecurity in an unfamiliar role, yearn for compliance from their subordinates. They fear that if they don’t establish this early on, their direct reports will walk all over them. As a means of gaining this control, they often rely too much on their formal authority—a technique whose effectiveness is, as we have seen, questionable at best.

The more power managers are willing to share with subordinates in this way, the more influence they tend to command. When they lead in a manner that allows their people to take the initiative, they build their own credibility as managers.

The more power managers are willing to share with subordinates in this way, the more influence they tend to command. When they lead in a manner that allows their people to take the initiative, they build their own credibility as managers.

== Managers must focus on forging good individual relationships ==

= Managers must focus on forging good individual relationships =

Managing interdependencies and exercising informal authority derived from personal credibility require new managers to build trust, influence, and mutual expectations with a wide array of people. This is often achieved by establishing productive personal relationships. Ultimately, however, the new manager must figure out how to harness the power of a team. Simply focusing on one-on-one relationships with members of the team can undermine that process.

Managing interdependencies and exercising informal authority derived from personal credibility require new managers to build trust, influence, and mutual expectations with a wide array of people. This is often achieved by establishing productive personal relationships. Ultimately, however, the new manager must figure out how to harness the power of a team. Simply focusing on one-on-one relationships with members of the team can undermine that process.

When new managers focus solely on one-on-one relationships, they neglect a fundamental aspect of effective leadership: harnessing the collective power of the group to improve individual performance and commitment. By shaping team culture—the group’s norms and values—a leader can unleash the problem-solving prowess of the diverse talents that make up the team.

When new managers focus solely on one-on-one relationships, they neglect a fundamental aspect of effective leadership: harnessing the collective power of the group to improve individual performance and commitment. By shaping team culture—the group’s norms and values—a leader can unleash the problem-solving prowess of the diverse talents that make up the team.

== Managers must ensure that things run smoothly ==

= Managers must ensure that things run smoothly =

Like many managerial myths, this one is partly true but is misleading because it tells only some of the story. Making sure an operation is operating smoothly is an incredibly difficult task, requiring a manager to keep countless balls in the air at all times. Indeed, the complexity of maintaining the status quo can absorb all of a junior manager’s time and energy.

Like many managerial myths, this one is partly true but is misleading because it tells only some of the story. Making sure an operation is operating smoothly is an incredibly difficult task, requiring a manager to keep countless balls in the air at all times. Indeed, the complexity of maintaining the status quo can absorb all of a junior manager’s time and energy.

This broader view benefits the organization as well as the new manager. Organizations must continually revitalize and transform themselves. They can meet these challenges only if they have cadres of effective leaders capable of both managing the complexity of the status quo and initiating change.

This broader view benefits the organization as well as the new manager. Organizations must continually revitalize and transform themselves. They can meet these challenges only if they have cadres of effective leaders capable of both managing the complexity of the status quo and initiating change.

== New Managers Aren’t Alone ==

= New Managers Aren’t Alone =

As they go through the daunting process of becoming a boss, new managers can gain a tremendous advantage by learning to recognize the misconceptions I’ve just outlined. But given the multilayered nature of their new responsibilities, they are still going to make mistakes as they try to put together the managerial puzzle—and making mistakes, no matter how important to the learning process, is no fun. They are going to feel pain as their professional identities are stretched and reshaped. As they struggle to learn a new role, they will often feel isolated.

As they go through the daunting process of becoming a boss, new managers can gain a tremendous advantage by learning to recognize the misconceptions I’ve just outlined. But given the multilayered nature of their new responsibilities, they are still going to make mistakes as they try to put together the managerial puzzle—and making mistakes, no matter how important to the learning process, is no fun. They are going to feel pain as their professional identities are stretched and reshaped. As they struggle to learn a new role, they will often feel isolated.

This is a tragically lost opportunity for the new manager, the boss, and the organization as a whole. It means that the new manager’s boss loses a chance to influence the manager’s initial conceptions and misconceptions of her new position and how she should approach it. The new manager loses the chance to draw on organizational assets—from financial resources to information about senior management’s priorities—that the superior could best provide.

This is a tragically lost opportunity for the new manager, the boss, and the organization as a whole. It means that the new manager’s boss loses a chance to influence the manager’s initial conceptions and misconceptions of her new position and how she should approach it. The new manager loses the chance to draw on organizational assets—from financial resources to information about senior management’s priorities—that the superior could best provide.

When a new manager can develop a good relationship with his boss, it can make all the difference in the world—though not necessarily in ways the new manager expects. My research suggests that eventually about half of new managers turn to their bosses for assistance, often because of a looming crisis. Many are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. “He recognized that I was still in the learning mode and was more than willing to help in any way he could,” recalls one new manager.

When a new manager can develop a good relationship with his boss, it can make all the difference in the world—though not necessarily in ways the new manager expects. My research suggests that eventually about half of new managers turn to their bosses for assistance, often because of a looming crisis. Many are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. “He recognized that I was still in the learning mode and was more than willing to help in any way he could,” recalls one new manager.