Rodalina A. Titan
BECOMING THE BOSS
By Linda A. Hill This Article shows how supervisors can help newly promoted managers transition into the role. It is very helpful in a ways of being effective leader for both individual and the organization. The article was justified clearly through many examples and explanations given that really give clarification on differences of what is myth and reality. For a decade and a half, the author has studied people—particularly star performers—making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers’ misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. “You really are not in control of anything,” says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes—some of them in areas outside their purview—that will enhance their groups’ performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. People who have been very successful—it turns out they don't know themselves very well. That's what the research shows. We tend