Over the Top (OTT) Market Size & Growth Outlook 2024-2030
Mmi leadership 2
1.
2. Expectations matrix “ Old managing tasks, only with more power, control, and accountability” “ Get things done through others” “ Managerial duties over rights and privileges, and people management over task management” “ Expect new manager to cultivate peer relationships” Supervisors New managers Direct reports Peers
3.
4.
5.
6.
Notas del editor
First-time leaders tend to focus on management's rights and privileges, not its duties. They expect to keep managing tasks as they did before, not necessarily people—only with more power, control, and accountability than they had as individual contributors. What new managers often misunderstand is that, to accomplish their goals, they now will depend on other people. Network- and relationship-building—the "people challenges" (such as conflict resolution and politicking)—will actually constitute a major part of their job. And because many new managers anticipate focusing on tasks rather than orchestrating the performance of their group, they often cling to the "doer" role that they played so well as individual contributors.
Overall, direct reports have a relatively clear view of a manager's purpose: to get things done through others and do “the right thing”, meaning an ethical behavior. Today’s employees place greater emphasis on the ethical behaviors, especially when those behaviors would be easy to avoid – behaviors such as “makes and keeps realistic promises”, “shows concern for the problems and feelings of others”, and “avoids actions that bring personal benefit at the expense of others”. At the same time, their viewpoint tends to be strongly influenced by their own interests: They expect their manager to serve their own needs and worries—first and foremost.
In sum, supervisors tend to hold the most comprehensive and accurate view of what being a manager really entails. They emphasize managerial duties over rights and privileges, and people management over task management.
Many new managers start off paying little attention to their peers' needs and expectations—usually because they feel overwhelmed by their new duties. However, they soon learn that their colleagues expect them to cultivate peer relationships as well as relationships with direct reports and supervisors.
![[object Object],New managers expectations Direct reports expectations Supervisors expectations Peers expectations Chapter II](https://image.slidesharecdn.com/mmileadership2-111122083123-phpapp01/85/Mmi-leadership-2-1-320.jpg)
