Becoming a Manager: Mastery of a New Identity by Linda A. Hill

By Linda A. Hill

Strains the reviews of nineteen new managers over the process their first 12 months in a managerial means and analyzes their expectancies, their subordinates and their superiors. the recent managers additionally describe how they reframed their figuring out in their roles and tasks.

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Extra info for Becoming a Manager: Mastery of a New Identity

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They counted on the manager to alert them to and prepare them for major changes in the future. It was the manager's responsibility to anticipate future opportunities and potential problems and plan accordingly, so that the organization could adapt without unnecessary interruption: This is a fast-paced business. One day you're the leader, the next day you're last in the pack. The manager has got to keep up with the latest trends and prepare us for them. [One of my best managers] used the superhighway analogy.

The SFMs were managing retail salespeople who were independent players selling an intangible product (financial instruments) to individual and small business accounts. The CCMs were responsible for institutional salespeople who sold large data-processing systems to commercial accounts. They were members of a sales team that included systems analysts and administrative and operations personnel over whom the CCMs had no formal authority. The SFMs were general managers, with profit-and-loss responsibility for an entire branch.

I have to give them specific ideas and suggestions on how to sell and I've got to run effective meetings that impart the necessary information and motivate them [the salespeople] to sell the product. My priority is to drive the business, bring in the revenue, no matter what it takes. " They felt confident that their future subordinates, superiors, and customers held the same assumption: My boss pays me for making my quota and for customer satisfaction. The bottom line is that he [the boss] expects me to make the numbers.

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