Ask new managers about their early days as bosses, and you’ll hear tales of disorientation, even despair.
Ask new managers about their early days as bosses, and you’ll hear tales of disorientation, even despair. As Hill points out, most novice bosses don’t realize how sharply management differs from individual work. Hampered by misconceptions, they fail the trials involved in this rite of passage. And when they stumble, they jeopardize their careers and inflict staggering costs on their organizations.
How to avoid this scenario? Beware of common misconceptions about management: For example, subordinates don’t necessarily obey your orders, despite your formal authority over them. You won’t have more freedom to make things happen—instead, you’ll feel constrained by organizational interdependencies. And you’re responsible not only for maintaining your own operations—but also for initiating positive changes both inside and outside of your areas of responsibility.
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