Leading and managing productive teams requires laying the groundwork for success and following through effectively.
With growing resource constraints, relentless change, and high turnover, today's business climate poses many difficulties. So, how do managers balance conflicting expectations from their boss, peers, and direct reports?
When Going From Peer to Leader
When you are promoted from within, you can easily make the mistake of thinking you already know everything and everyone. You already have relationships with everyone, and you likely already have strong opinions about who's who and what's what.
Now you are their former peer and their brand-new boss. All of a sudden you have power and influence in relation to their careers and livelihoods and their ability to do valuable work that is recognized and rewarded. You are also now the primary link between those individuals and the next level of leadership--you represent the organization as an employer. For your direct reports, you are the key to helping them get the resources they need to succeed, getting approvals, removing obstacles, and facilitating their interactions with lateral counterparts.
That is a huge shift, and it will radically change your relationships with everybody at work.
With "THE 27 CHALLENGES MANAGERS FACE: Step by Step Solutions to All of Your Management Problem," Bruce Tulgan shows any manager how to master the fundamental practice of effective management. This new book is a step-by-step guidance on building a culture of structured one-on-one dialogues to provide advice, direction, feedback, troubleshooting, and coaching, with every single employee.