I think it was Pat Riley (basketball coach) who once said that the best performers are not usually the best coaches. They often don\u2019t understand why it\u2019s so hard for everyone else to be a top performer when it came so easily to them, and therefore are rendered ineffective at managing others.<\/p>\n
You\u2019ve wisely promoted a top performer into management. Six months later, this rising star has fallen hard: He\u2019s overwhelmed, fearful, not respected by his staff. Why?<\/p>\n
You probably promoted him based on his technical competence\u2014then expected him to learn management skills by osmosis.<\/p>\n
But he didn\u2019t grasp the real challenges of management\u2014for example, empowering others versus striving for personal achievement. Insecure about asking for help, he turned inward. His team\u2019s morale plummeted; productivity faltered. ((Walker, Carol. April, 2002. \u201cSaving Your Rookie Managers from Themselves.\u201d Harvard Business Review.))<\/p><\/blockquote>\n
Here are some of HBR\u2019s essential management skills for rookie managers:<\/p>\n
Delegating. Under pressure to produce, rookies often \u201cjust do it\u201d themselves because they fear losing control or overburdening others. But failure to delegate blocks their staffs\u2019 advancement, making them resentful, and then disengaged.<\/p>\n
Getting support from above. Many rookie managers believe they\u2019re in servitude to bosses, not in partnership. To avoid seeming vulnerable, they don\u2019t ask for help. But if they don\u2019t see you as a critical support source, they won\u2019t see themselves as one for their team.<\/p>\n
Projecting confidence. Rookies who don\u2019t project confidence won\u2019t energize their teams. Frantic, arrogant, or insecure demeanors may repel others in the company.<\/p>\n
Focusing on the big picture. Many rookie managers let fire fighting eclipse strategic initiatives. Fire fighting feels productive\u2014but it doesn\u2019t teach teams to handle challenges themselves or think strategically.<\/p>\n
Giving constructive feedback. Most rookies dread correcting staffers\u2019 inadequate performance. But avoidance costs managers their credibility. ((Ibid))<\/p><\/blockquote>\n