Page 14 - HBR's 10 Must Reads for New Managers

BECOMING THE BOSS
Idea in Practice

To succeed as a new manager, Hill suggests replacing myths with
realities.
To manage
Myth Reality effectively . . . Example

Managers wield You are enmeshed Build relationships A U.S. media-
significant author- in a web of relation- with people outside company manager

ity and freedom ships with people your group that your charged with setting
to make things who make relent- team depends on to up a new venture
happen. less and conflicting do its work. in Asia initiated
demands on you. regular meetings
on regional strategy
between executives
from both busi-
nesses.
Managers’ power Your power comes Demonstrate charac- An investment bank
derives from from your ability to ter (intending to do manager won em-
their formal establish credibility the right thing), ployees’ respect by
position in the with employees, managerial compe- shifting from show-
company. peers, and tence (listening more ing off his technical
superiors. than talking), and competence to
influence (getting asking them about
their knowledge and
others to do the
right thing). ideas.
Managers must Control doesn’t Build commitment Instead of demand-
control their equal commitment. by empowering ing that people do
direct reports. And employees employees to things her way, a
don’t necessarily achieve the team’s media manager
always follow goals—not ordering insisted on clarity
orders. them. about team goals
and accountability
for agreed-upon
objectives.

and implementing an agenda for a whole group, something for
which their careers as individual performers haven’t prepared them.
Take the case of Michael Jones, the new securities-firm branch
manager I just mentioned. (The identities of individuals cited in
this article have been disguised.) Michael had been a broker for 13
years and was a stellar producer, one of the most aggressive and in-
novative professionals in his region. At his company, new branch
4