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Becoming the Boss

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Becoming the

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The earliest test of leadership comes with that first assignment to manage others. Most new managers initially fail this test because of a set of common misconceptions about what it means to be in charge.

by Linda A. Hill

E
Paul Blow

the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. Executives are shaped irrevocably by their first management positions. Decades later, they recall those first months as transformational experiences that forged their leadership philosophies and styles in ways that may continue to haunt and hobble them throughout their careers. Organizations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities.
VEN FOR THE MOST GIFTED INDIVIDUALS,

O S
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hbr.org
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January 2007

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Harvard Business Review 49

THE TESTS OF A LEADER

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Becoming the Boss

The failures aren’t surprising, given the difficulty of the transition. Ask any new manager about the early days of being a boss – indeed, ask any senior executive to recall how he or she felt as a new manager. If you get an honest answer, you’ll hear a tale of disorientation and, for some, overwhelming confusion. The new role didn’t feel anything like it was supposed to. It felt too big for any one person to handle. And whatever its scope, it sure didn’t seem to have anything to do with leadership. In the words of one new branch manager at a securities firm: “Do you know how hard it is to be the

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