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سطر ۲۳۱: + + − 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. '' سطر ۲۴۸:
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سطر ۲۷۴: − === Managers wield significant authority. ===+ سطر ۲۹۵:
سطر ۲۹۵: − === Authority flows from the manager’s position. ===+ سطر ۳۱۷:
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سطر ۳۲۹: − === Managers must focus on forging good individual relationships. ===+ سطر ۳۴۵:
سطر ۳۴۴: − === Managers must ensure that things run smoothly. ===+ − ==== Oh, One More Thing: Create the Conditions for Your Success ====+ + سطر ۳۷۴:
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بدون خلاصه ویرایش
'''Becoming the Boss'''
'''Becoming the Boss'''
by: Linda A. Hill نوشته: لیندا اِ هیل
by: Linda A. Hill نوشته: لیندا اِ هیل
From: [https://hbr.org/2007/01/becoming-the-boss Harvard Business Review magazine (January 2007)] از:مجله هاروارد بیزینس ریویو (ژانویه 2007)
From: [https://hbr.org/2007/01/becoming-the-boss Harvard Business Review magazine (January 2007)] از:مجله هاروارد بیزینس ریویو (ژانویه 2007)
= مقدمه =
= مقدمه =
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 ==
''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 the past 15 years or so, I’ve studied people making major career transitions to management, focusing in particular on the star performer who is promoted to manager. My original ambition was to provide a forum for new managers to speak in their own words about what it means to learn to manage. I initially followed 19 new managers over the course of their first year in an effort to get a rare glimpse into their subjective experience: What did they find most difficult? What did they need to learn? How did they go about learning it? What resources did they rely upon to ease the transition and master their new assignments?
For the past 15 years or so, I’ve studied people making major career transitions to management, focusing in particular on the star performer who is promoted to manager. My original ambition was to provide a forum for new managers to speak in their own words about what it means to learn to manage. I initially followed 19 new managers over the course of their first year in an effort to get a rare glimpse into their subjective experience: What did they find most difficult? What did they need to learn? How did they go about learning it? What resources did they rely upon to ease the transition and master their new assignments?
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 ==
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 ==
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 ==
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 ==
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.
But new managers also need to realize they are responsible for recommending and initiating changes that will enhance their groups’ performance. Often—and it comes as a surprise to most—this means challenging organizational processes or structures that exist above and beyond their area of formal authority. Only when they understand this part of the job will they begin to address seriously their leadership responsibilities. (See the sidebar “Oh, One More Thing: Create the Conditions for Your Success.”)
But new managers also need to realize they are responsible for recommending and initiating changes that will enhance their groups’ performance. Often—and it comes as a surprise to most—this means challenging organizational processes or structures that exist above and beyond their area of formal authority. Only when they understand this part of the job will they begin to address seriously their leadership responsibilities. (See the sidebar “Oh, One More Thing: Create the Conditions for Your Success.”)
'''Oh, One More Thing: Create the Conditions for Your Success'''
New managers often discover, belatedly, that they are expected to do more than just make sure their groups function smoothly ...
New managers often discover, belatedly, that they are expected to do more than just make sure their groups function smoothly ...
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.
His experience vividly highlights why it’s important for the bosses of new managers to understand—or simply recall—how difficult it is to step into a management role for the first time. Helping a new manager succeed doesn’t benefit only that individual. Ensuring the new manager’s success is also crucially important to the success of the entire organization.
His experience vividly highlights why it’s important for the bosses of new managers to understand—or simply recall—how difficult it is to step into a management role for the first time. Helping a new manager succeed doesn’t benefit only that individual. Ensuring the new manager’s success is also crucially important to the success of the entire organization.
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School. She is author of Becoming a Manager and coauthor of Being the Boss and Collective Genius.
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School. She is author of Becoming a Manager and coauthor of Being the Boss and Collective Genius.