Managers wield significant authority - Deepstash
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Managers wield significant authority

New managers typically focus on their rights and privileges. They assume the position will give them more authority, freedom and autonomy to do what they think is best for the organisation.

Instead, new managers find themselves hemmed in by interdependencies. They feel constrained. They are entangled in a web of relationships, from subordinates to bosses, peers, and others inside and outside the organisation, who often place conflicting demands on them. Only when they replace the myth of authority with negotiating interdependencies will they be able to lead effectively.


96 reads


Managers must focus on forging good individual relationships

Managing interdependencies require new managers to build trust, influence and mutual expectations with various people. This is often achieved by establishing personal relationships. However, simply focusing on one-on-one relationships with members of the team can undermine the process.


54 reads

Why learning to manage is so hard

One of the first things new managers discover is that managing is far more demanding than they'd anticipated.

They're surprised to find that there is a huge gap between the skills and methods needed for success as a person and those required for success as a manager. Succes...


115 reads

New managers aren't alone

New managers will make mistakes and feel pain as their professional identities are stretched and changed. In the struggle to learn a new role, they will often feel isolated.

Few managers ask for help, believing that they are supposed to have all the answers...


52 reads

A New Manager's Misconceptions

The transition to manager is often harder than it needs to be because of misconceptions and myths new managers hold about their role.

The incomplete and simplistic views lead new managers to neglect key leadership responsibilities.


119 reads

Managers must control their direct reports

Most new managers desire compliance from their subordinates from the start and often rely too much on their formal authority. But compliance is not the same as commitment. If people aren't committed, they won't take the initiative. And if subordinates aren't taki...


90 reads

Authority flows from the manager’s position

New managers do wield some power, but they mistakenly believe their power is based on formal authority. This cause many to adopt an autocratic approach they believe to be effective.

New managers soon learn that direct reports don't necessarily respond when they are told to ...


80 reads

Managers must ensure that things run smoothly

This managerial myth is partly true yet misleading because it tells only half the story. Ensuring an operation is operating smoothly is a challenging task, and maintaining the status quo can absorb all of a junior manager's time and energy.

But new managers also need to realise they...


49 reads

Transition into management

Transition into management

The process of becoming a leader is a demanding journey of continual learning and self-development.

The trials involved in becoming a first-time manager can have serious consequences. The organisation can suffer human and financial costs when an individual with strong perfo...


188 reads


Becoming the Boss

Becoming the Boss

9 ideas


843 reads



Working with people is hard enough, being a boos is not enough. Being a leader is what we should strive for.


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