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Myth #1: New managers and individual contributors need the same skills For example, suppose you're being promoted from salesperson to regional sales manager. As a salesperson, you probably possessed a number of essential, specific skills, including: Understanding the features and benefits of the product you were selling Knowing how to identify and fulfill customers' needs through your company's offerings Making sales calls on your own As a regional sales manager, you still need to use the skills you honed as an individual salesperson, but now you also need work through others to achieve your objectives. New managerial skills will be more people-oriented than before as you: Travel with your salespeople to observe their selling styles Coach newly hired members of your sales team Assess the performance of each salesperson Motivate them to achieve the company's regional sales objectives The skills you bring to your new position will remain valuable throughout your career. However, as a manager, your success will also depend on a different set of skills—particularly people skills.
Myth #2: All a manager needs is power Many managers have: More formal authority , in the form of control over budgets, staffing, etc Higher status within their organization More access to important organizational resources Power: An individual's or group's potential to influence another individual or group. Influence: The exercising of power to change an individual's or group's behavior, attitudes, and values. As a manager, the amount of power and influence you accumulate stems from two sources: Your position in the organization. Your position in your organization's hierarchy affects your ability to influence others. For example, if you have a central or highly visible position in your organization, then you have more power than if your position is marginal. Your personal characteristics. You gain power from your expertise, understanding, effort, reliability, and charisma. If people perceive that you are knowledgeable, hard-working, and trustworthy, they are more likely to follow your lead or to be influenced by you. Joke: Be content with what you've got, but be sure you've got plenty.
Myth #3: Managers have a lot of freedom Many new managers believe they'll have far more freedom to make decisions and take action than they had as individual contributors. Some may also assume that they'll have more free time than before, because they'll have direct reports to handle a lot of the work that needs doing. Reality: Managers have far less freedom (and free time!) to act alone than they might have anticipated. That's because: Managers need the cooperation of other people to get things done. These individuals include: Peers, supervisors, direct reports, and others within the organization Customers, suppliers, competitors, and others outside the organization Thus, managers depend on a network of other people to accomplish their goals, a network they have to spend time developing and maintaining. Managers assume a whole new set of duties, obligations, and relationships. For example, if you are a new manager of customer service, you'll have to make sure that your group's efforts coincide with the organization's overall marketing and strategic plan. If customer service is a top priority, then your managerial role becomes critical for the success of the company.
Myth #4: Managers always feel smart, in control, and satisfied in their jobs Many managers may seem to have mastered their positions, and their outward appearance can be convincing—even intimidating—to their direct reports or peers. Reality: All managers are human. Even the most self-assured have their moments of frustrations and feelings of uncertainty. As a new manager, you need to recognize that moments of frustration are normal. Occasionally, you will certainly feel: Constrained Uncertain about your ability to handle the job Stressed about leading others Frustrated when direct reports don't take your direction or listen to you Annoyed or discouraged by all the &quot;politicking&quot; you need to do to build influence and get work done Remember: despite the down times, managers often—though not always—feel excited, competent, and fulfilled in their jobs.
There are more than few situation when new managers can’t adapt to their new job. The most frequent reasons for their derail include: Difficulty in building an effective team Difficulty in making transitions Lack of follow-through Treat people badly Over dependence on a single strength or resource Strategic differences with top management
Sometimes exceptional characteristics of a manager, that initially brought him success, can become fatal flaws and even the reason of his derail. For example, a brilliant person can become intimidating and dismissive of other people’s ideas. A manager capable of considerable charisma and warmth can use this qualities selectively, in order to manipulate other people. An ambitious person can become obsessed with power and do whatever is necessary to achieve personal success, even at the expense of others in the organization. Joke: Anyone who is popular is bound to be disliked. In conclusion, a new manager should use its personal qualities wisely, aiming at team and organization success. His team success is the best measure for his own success!
Mmi leadership 1
<ul><ul><li>Myths About Managers </li></ul></ul>New managers and individual contributors need the same skills All a manager needs is power Managers have a lot of freedom Managers always feel smart, in control, and satisfied in their jobs Chapter I Why Managers derail?
Myths about managers <ul><li>Myth #1: New managers and individual contributors need the same skills </li></ul><ul><li>Reality </li></ul>New skills are essential for your success as a manager Old position: “doer” New management position Old skills Old skills New skills: “people skills” +
Myths about managers <ul><li>Myth #2: All a manager needs is power </li></ul><ul><li>Reality: Managers do have power, but power does not guarantee that a manager has influence. As a manager, you have to use the tools of power - authority , status , and access - to influence others. </li></ul><ul><li>Sources of power and influence: </li></ul><ul><ul><li>Your position in the organization </li></ul></ul><ul><ul><li>Your personal characteristics </li></ul></ul><ul><li>Manager's Law of Reciprocity: To influence others to help you get things done, you provide them with valued resources and services in exchange for resources and services you need. </li></ul>
Myths about managers <ul><li>Myth #3: Managers have a lot of freedom </li></ul><ul><li>Reality: Managers have far less freedom (and free time!) to act alone than they might have anticipated </li></ul><ul><ul><li>Managers need the cooperation of other people to get things done </li></ul></ul><ul><ul><li>Managers assume a whole new set of duties, obligations, and relationships </li></ul></ul>
Myths about managers <ul><li>Myth #4: Managers always feel smart, in control, and satisfied in their jobs </li></ul><ul><li>Reality: All managers have their moments of frustrations and feelings of uncertainty </li></ul>
Why Managers Derail? <ul><li>Difficulty in building an effective team </li></ul><ul><li>Difficulty in making transitions </li></ul><ul><li>Lack of follow-through </li></ul><ul><li>Treat people badly </li></ul><ul><li>Over dependence on a single strength or resource </li></ul><ul><li>Strategic differences with top management </li></ul>
How personal qualities become enemies… Emphasize team members' discretion and autonomy Track Record Brilliance Commitment/Sacrifice Charm Source of initial success Can become fatal flaws Makes an impressive impact in a functional or technical area Seen as uncommonly bright Capable of considerable charisma and warmth Does whatever is required to achieve success Seen as too narrow in a particular area Intimidating; dismissive of other people’s ideas Defines life in terms of work; expects others to do the same Does whatever is necessary to achieve personal success, even at the expense of others in the organization Ambition Extremely loyal to the organization Uses selectively to manipulate other people
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