The vast majority of them survive the transition and learn to function in their new role. They’re ordinary people facing ordinary adjustment problems. These aren’t impaired managers operating in dysfunctional organizations. Let me emphasize that the struggles these new managers face represent the norm, not the exception. As firms have become leaner and more dynamic-with different units working together to offer integrated products and services and with companies working with suppliers, customers, and competitors in an array of strategic alliances-new managers have described a transition that gets harder all the time. I’ve written case studies about new managers in a variety of functions and industries and have designed and led new-manager leadership programs for companies and not-for-profit organizations. Since my original research, which I described in the first edition of Becoming a Manager, published in 1992, I’ve continued to study the personal transformation involved when someone becomes a boss. I initially followed 19 new managers over the course of their first year in an effort to get a rare glimpse into their subjective experience: What did they find most difficult? What did they need to learn? How did they go about learning it? What resources did they rely upon to ease the transition and master their new assignments? My original ambition was to provide a forum for new managers to speak in their own words about what it means to learn to manage. But very few address the challenges of learning to lead, especially for the first-time manager.įor the past 15 years or so, I’ve studied people making major career transitions to management, focusing in particular on the star performer who is promoted to manager. The shelves are lined with books describing effective and successful leaders. Given the significance and difficulty of this first leadership test, it’s surprising how little attention has been paid to the experiences of new managers and the challenges they face. On day X, all of a sudden you’re a mother or a father and you’re supposed to know everything there is to know about taking care of a kid.” On day X minus 1, you still don’t have a child. It’s the feeling you get when you have a child. In the words of one new branch manager at a securities firm: “Do you know how hard it is to be the boss when you are so out of control? It’s hard to verbalize. And whatever its scope, it sure didn’t seem to have anything to do with leadership. It felt too big for any one person to handle. The new role didn’t feel anything like it was supposed to. If you get an honest answer, you’ll hear a tale of disorientation and, for some, overwhelming confusion. Ask any new manager about the early days of being a boss-indeed, ask any senior executive to recall how he or she felt as a new manager. The failures aren’t surprising, given the difficulty of the transition. Organizations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities. Decades later, they recall those first months as transformational experiences that forged their leadership philosophies and styles in ways that may continue to haunt and hobble them throughout their careers. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization.Įxecutives are shaped irrevocably by their first management positions. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development.
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