class 7: Linda Hill, Becoming The Boss Flashcards
why are the early stages of becoming a manager hard
it is a hard transition
feelings of confusing and disorientation
feels too big for anyone because you’re supposed to know everything
it is hard to learn to lead
before, success depended on expertise but now they must implement agenda for whole group
they don’t apply what has served them so much in their careers
what can cause organizations to suffer
employee promoted to manager because of strong individual performances
key concepts
authority and sources of power
control (compliance vs commitment)
managing individuals vs leading teams
operational focus vs changes for future success
what are the consequences about new managers’ misconception of their role
makes the transition harder than it should be
they neglect key leadership responsibilities
what are the clashing characteristics of the new role
Authority Vs Interdependency
what is the myth in regard to:
defining characteristic of the new role
excessive authority
managers believe they will have more autonomy and freedom
think they can implement whats best for the organization
instead of building relationships, they focus on leading subordinates
what is the reality in regards to :
defining characteristic of the new role
a lot of interdependencies
burdened by unreasonable demands of others
feelings of constraint
many relationships with employees, bosses, and those outside the organization
daily routine is pressured and fragmented
they do not feel in control of anything
what happens to managers after accepting interdependencies
they can start to lead effectively
interdependencies allows to build relationships
myth regarding:
source of power
belief that power comes from formal authority
that it comes with their position in organization’s hierarchy
to exercise new power on people is the effective way to produce results
reality regarding:
source of power
subordinates won’t always follow orders
it Is anything but formal authority
authority reachers once manager establishes credibility among his subordinates, peers and superiors
authority must be earned
expertise and track record don’t speak for themselves
have to demonstrate character and competence
need to demonstrate influence: ability to deliver and execute the right thing
have to build trust in his relationships
the myth regarding:
the desired outcome
they think they must gain immediate control of subordinates
compliance early on = gyu direct reports
rely too much on formal authority
reality regarding
the desired outcome
compliance is not equal to commitment
no commitment = no initiative, and no effective delegation
must share power with subordinates to motivate them, they don’t like to be ordered
have to create certain influence over subordinates, not power
myth regarding:
managerial focus
belief that focusing on one-to-one relationships to handle issues
vag team culture and performance to prioritize individual performances
belief that building good individual relationships will make subordinates all report to them with motivation
vag team responsabilities
reality regarding:
managerial focus
must ensure the team is strong and connected
strong team performances all enhance individual performances and motivation
myths regarding:
key challenges
belief that only job is too ensure that everything runs smoothly
they think they have to stay in area of formal authority
believe that change in organization affects them negatively
they don’t see themselves as change agents
tend to blame to organization
tend to wait for others to fix problems
