[펌] Becoming the Boss

비지니스위크에서 퍼온 글입니다. 군대문화랄까? 군림하는 상사라는 이미지가 널리 퍼져있는 우리나라의 경우 좀 먼 이야기인듯 싶기도 하지만, 예전에 제가 모셨던 분이 근본적으로 이런 문제때문에 승진하자 마자 좌천된 경우가 있어서 남의 이야기 같지가 않은 충고입니다. 전 아직도 승진해서 관리자(부장정도?)가 되려면 멀었지만, 업무를 수행하는 경우에 다른 협력사 사람들의 협조를 얻는게 필수적이기 때문에 이런 충고가 상당히 유용합니다.

주변에서 보면.. 확실히 회사에서 내려준 직위나 타이틀이 회사생활에서 실행력을 담보하지는 않는 것을 종종 봅니다. 본인은 자신의 위치때문에 주변사람들이 당연히 실행에 옮길것으로 생각하고 추진하지만, 자기 눈앞에서만 이루어지는 것 처럼 보일뿐 두 단계만 아래로 내려가면 허수아비처럼 취급받는 경우가 종종 있더군요.

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Becoming the Boss
You're a new manager. Will you survive this rite of passage?

Ask new managers about their early days as bosses, and you'll heartales of disorientation, even despair. As Hill points out, most novicebosses don't realize how sharply management differs from individualwork. Hampered by misconceptions, they fail the trials involved in thisrite of passage. And when they stumble, they jeopardize their careersand inflict staggering costs on their organizations.

How to avoid this scenario? Beware of common misconceptions aboutmanagement: For example, subordinates don't necessarily obey yourorders, despite your formal authority over them. You won't have morefreedom to make things happen—instead, you'll feel constrained byorganizational interdependencies. And you're responsible not only formaintaining your own operations—but also for initiating positivechanges both inside and outside of your areas of responsibility.

Armed with realistic expectations, you'll more likely survive the transition to management—and generate valuable results for your organization.

The Idea in Practice

To succeed as a new manager, Hill suggests this approach:

Replace Myths with Realities

Managers wield significant authority and freedom to make things happen.

• You are enmeshed in a web of relationships with people who make relentless and conflicting demands on you.

• Build relationships with people outside your group that your team depends on to do its work.

• A U.S. media-company manager charged with setting up a new venturein Asia initiated regular meetings on regional strategy betweenexecutives from both businesses.

Managers' power derives from their formal position in the company.

• Your power comes from your ability to establish credibility with employees, peers, and superiors.

• Demonstrate character (intending to do the right thing),managerial competence (listening more than talking), and influence(getting others to do the right thing).

• An investment bank manager won employees' respect by shifting fromshowing off his technical competence to asking them about theirknowledge and ideas.

Managers must control their direct reports.

• Control doesn't equal commitment. And employees don't necessarily always follow orders.

• Build commitment by empowering employees to achieve the team's goals—not ordering them.

• Instead of demanding that people do things her way, a mediamanager insisted on clarity about team goals and accountability foragreed-upon objectives.

Managers lead their team by building relationships with individual members of the team.

• Actions directed at one subordinate often negatively affect your other employees' morale or performance.

• Pay attention to your team's overall performance. Use group-basedforums for problem solving and diagnosis. Treat subordinates in anequitable manner.

• After granting a special parking spot to a veteran salesman—a movethat ruffled other salespeople's feathers—a new sales manager beganleading his entire team rather than trying to get along well with eachindividual.

Don't Go It Alone

• Recognize that your boss is likely more tolerant of your questions and mistakes than you might expect.

• Help your boss develop you. Instead of asking your boss to solveyour problems, present ideas for how you would handle a thornysituation, and solicit his thoughts on your ideas.

• Find politically safe sources of coaching and mentoring from peers outside your function or in another organization.

Provided by Harvard Business—Where Leaders Get Their Edge