So, now you are a manager. While it sounds good, it also makes you think, or it should.
Becoming a manager may be a step up, but it is also wholly different from being in an executive role. Management: Involves responsibility for others. Its potentially very rewarding, and can likely be a challenge
The role demands specific approaches and skills, some of which you may not have used before. You need to adjust, and this course will help you do so – promptly, easily and with certainty. It provides guidelines to help you fit into your new role effectively and speedily, and achieve the results that you want.
First rule: Don’t underestimate the change involved in your transition to management.
Making the leap to management and leadership. In your career, or anyone’s, there is one transition that stands out as the most crucial–going from individual contributor to competent manager. New managers have to learn how to lead others rather than do the work themselves, to win trust and respect, to motivate, and to strike the right balance between delegation and control. Many fail to make the transition successfully. In this timeless, indispensable book, Harvard Business School professor and leadership guru Linda Hill traces the experiences of nineteen new managers over the course of their first year in the role. She reveals the complexity of the transition, highlighting the expectations of these managers, their subordinates, and their superiors. We will look at how new managers reframe their understanding of their roles and responsibilities, how they learn to build effective cross-functional work relationships, how and when to use individual and organizational resources, and how to learn to cope with the inevitable stresses of leadership. Becoming a manager is a profound psychological adjustment–a true transformation–as well as a continuous process of learning from experience.
- Identify actions that should be taken in the first days and weeks in office.
- Identify attitudes that can make a difference and ultimately lead to effectiveness.
- Identify aspects of the management processes that you need to get to grips with in the early days and which have a disproportionate effect on success.
- Learn habits of successful managers.