When I first became a manager — an unexpected promotion soon after taking a new job — I found myself feeling awkward about the fact that I had been elevated above my peers. Still, my team was in the middle of a complex first-time project, so I wanted to impress my boss with my handling of it. My immediate instinct was to make it no one’s problem but mine. I worked longer hours and assigned myself all the tasks that I was afraid to ask my former peers to do. But soon I found myself roiled by the frustration that my colleagues weren’t magically stepping up to the plate. Were they somehow waiting for — or worse, willing — me to fail?
New Managers Should Focus on Helping Their Teams, Not Pleasing Their Bosses
Demonstrate your trustworthiness, character, and competence.
July 07, 2017
Summary.
Most newly appointed managers quickly realize that the skills and qualities that earned them the promotion are very different from those that will serve them well as a leader. But in an effort to prove their mettle, they focus their attention upward, to their own higher ups, when they should be spending more time focusing on their new team. This “asymmetry of attention” can get new managers in a lot of trouble. Instead of trying to please your boss, make an effort to help your team members adjust to your new role by demonstrating three things: trust (you were likely promoted because you were good at your previous job but are you competent as a manager?); character (do you want to do the right things as a new leader?); and influence (will you have to right network, respect, and ability to get the job done?).
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New!
HBR Learning
HBR Learning
Team Management Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Team Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Build a better team and achieve more of what matters.