Briefcase s Skills for New Managers公文包对新任经理的技能.pdfVIP

1 The Successful New Manager andy’s dream has come true. An insurance underwriter for Rthe last four years, he can finally call himself a manager. His boss recently told him, “You’ve worked hard, the agents like you, and your results have been outstanding. So we’re going to put you in charge of one of our underwriting units. Our hope is you’ll teach your employees how you do it, and your success will rub off on them.” Just like that, 10 employees now report to Randy. He walks into his new office (a real office, not a cubicle!) and looks around in a daze. He has wanted to manage a staff ever since he visited his division head’s huge home many years ago and noticed how well a “boss” could live. And he figures that once he proves that he can handle a group of crusty, cynical underwriters and help them boost their results, the sky’s the limit for him. Who’s Your Model? Like so many new managers, Randy assumes that he can do the job better than others who’ve come before him because he real- izes what mistakes not to make. He’s had seven bosses in his career, and he knows exactly what they did right and wrong. The same thing happens when proud parents hold their newborn and 1 2 Skills for New Managers declare confidently to each other, “Let’s raise this adorable baby the right way, not like our parents did it!” You may think you know what it takes to manage well. After all, you’re an earnest straight-shooter who gets along well with a wide range of people. You like challenges and you dread bor- ing routines. Experienced managers have told you that “every day is different” when you’re in charge of a staff, and that sounds just fine with you. But the real test of your management skills rests on your ability to grow into the job. No newly minted manager can pos- sibly anticipate what it’s like to direct people. Each day brings weird s