Page 69 - HBR's 10 Must Reads for New Managers

REID AND RAMARAJAN

Response Strategy Motivation Risks to be aware of What you can alter
RAPID ENGAGEMENT. ACCEPTING You devote yourself You may burn out or be Set aside blocks of time for
You always reply and, if completely to work slow to rebound from other aspects of your life.
requested, bang out some because it is expected setbacks. Don’t expect subordinates
work (e.g., “I’ll have it for you and rewarded. You may have trouble to make work their highest
in five minutes!”). You rarely mentoring others and priority.
make evening plans. creating a pipeline of
promotable employees. Be open to different ways of
working.
FEIGNED ATTENTIVENESS. PASSING You seek to protect your You may not build close Come out to selected col-
You respond and give the career while sustaining relationships at work. leagues so you feel better
impression that you are work- other aspects of your You may perpetuate the known and they don’t feel
ing (e.g., “Am on it—will take a life. ideal-worker myth. compelled to sacrifice their
few hours”). You tend to make personal lives.
and keep evening plans but Make it clear that outside
rarely mention them. activities don’t hurt your
performance.

NEXT-DAY FOLLOW-UP. REVEALING You wish to be open in You may damage your Emphasize results, not
Unless it’s urgent, you don’t your relationships and career. effort, when discussing MANAGING THE HIGH-INTENSITY WORKPLACE
alter your plans (e.g., “At believe the organization You may sacrifice the cred- work.
a show—will get to this may need to change. ibility needed to push for Encourage others to be
tomorrow”). You may not change. open about their behavior
even respond that evening.
and thus change workplace
norms.