For over a decade, the author has studied how star performers transition into management. As firms become leaner and more dynamic, this transition has only grown more challenging. But acknowledging and rectifying certain prevalent misconceptions around what management roles actually require can give these potential managers a far greater chance of success. Many new managers are reluctant to ask for help from their bosses, but when they do ask, they are often relieved to find their superiors more tolerant of both their questions and their outright mistakes than they had expected. Ultimately, senior managers must step up and support younger managers — both for the sake of their individual growth and the success of the entire organization.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization.
