What It Really Means to Manage Exercising Power and Influence外文电子书籍.pdf

For the exclusive use of X. XIAO Harvard Business School 9-400-041 Rev. February 15, 2000 What It Really Means to Manage: Exercising Power and Influence For star performers who have been rewarded for their individual contributions and have come to expect wide latitude in how they work, becoming a manager can be a mixed blessing. Growing into that role can be at once a difficult, exhilarating, and unsettling process. Some career transitions involve changes akin to the minor adjustments a pilot makes to a flight plan to keep the plane on course; others require charting an entirely new destination. The transition from performer to manager is such a change. It is a turning point in one’s career. Many new managers have to unlearn the deeply held attitudes and habits they have developed when they were responsible only for their own performance. Instead, they must see themselves as responsible for setting and implementing an agenda for a whole group. To set the agenda for a group and to motivate and inspire others to accomplish that agenda is much more complicated than most people anticipate, particularly in flat, fast-moving organizations. As one new manager remarked, seeing himself as a network builder and a leader was a fundamentally different way of looking at who he was and what he was supposed to do. It meant learning to frame problems in ways that were much broader,