Things That Leaders Should Pay Attention To

Even for the most gifted people, becoming a leader is a very difficult journey and requires continuous learning and self improvement.

And being the boss for the first time is the first test on this road.

However, the test seems simple, so it is often ignored.

This is really regrettable, because the tests involved in this process will have a major impact on individuals and businesses.

In the past 15 years or so, I have been studying people who are making major career pitions to management positions, especially those who have been promoted to managers because of their excellent personal performance.

It turns out that the new manager has some misconceptions about his role, making the pformation process difficult.

These misconceptions include: the managers have important powers, and many of them believe that managerial positions have given them more power and more freedom and autonomy.

The new manager with this assumption will suddenly come to his senses.

In fact, they fall into a network of relationships, including not only their subordinates, but also their superiors, managers at the same level and other people inside and outside the company.

All these people will ask them endless, often conflicting demands.

As a result, their daily work has become stressful, busy and fragmented.

Only when the new manager puts aside the power myth and accepts the fact that all kinds of dependency relations must be met can they become?

An effective leader.

This means that they not only need to manage the direct subordinate team, but also manage the external environment in which the team operates.

The power comes from the manager's position. Many new managers mistakenly believe that their power comes from their current position in the enterprise hierarchy.

This assumption has led many new managers to adopt an autocratic way of doing things, which is the most effective way to create results.

However, the new manager will soon find that when they assign tasks to direct subordinates, they may not be able to call these people at all times.

In fact, the more competent a subordinate is, the less he likes simply obeying the instructions of his superiors.

New managers must realize that only when they establish their credibility among subordinates, managers and supervisors at the same level can they establish their authority.

Managers must control their direct subordinates. Most new managers are eager for subordinates to obey themselves, partly because they are insecure about playing unfamiliar roles.

They fear that subordinates would not take them seriously if they could not obey the direct subordinates as soon as possible.

But obedience is not equal to commitment.

Without commitment, employees will not take the initiative.

If subordinates do not take the initiative, managers will not be able to carry out effective authorization.

Managers must focus on building good personal relationships. During the first year of office, many new managers mistakenly believe that the so-called employee management is to try to establish the most effective relationship with each subordinate, and mistakenly confuse the management team with the individuals in the management team.

The new manager must learn how to control the team's strength. If only attention to the one to one relationship with a single team member, it will damage the learning process.

Managers must ensure that everything is going smoothly. The task is very arduous, and it will probably consume all the time and energy of the junior managers.

However, new managers must realize that they have the responsibility to initiate changes that can improve team performance.

This usually means challenging the business processes or structures beyond their formal terms of reference.

Only when they understand this part of their work can they really fulfill their leadership responsibilities.

It's hard for them to become bosses. Luckily, the new managers are not alone.

They can seek help from colleagues and superiors and grow faster.