By Linda A. Hill
Strains the reports of nineteen new managers over the process their first yr in a managerial potential and analyzes their expectancies, their subordinates and their superiors. the recent managers additionally describe how they reframed their knowing in their roles and duties.
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Additional resources for Becoming a Manager: Mastery of a New Identity
The new managers and those in their networks saw the managerial role differently. Each group's perceptions were biased to suit their interests. The new managers' initial expectations were shaped primarily by their motivation to move into management and by their experience as star producers. Hence, in defining their new role they focused heavily on their newly acquired formal authority and the agenda-setting responsibilities associated with sales. In contrast, they played down the second Page 18 part of the role equation, that they were now primarily responsible for people, not the task.
You have to be in charge because the well-being of the client and the firm is in your hands. Period. From these quotations we see that the new managers focused mainly on decisions about sales and business, not people. They routinely spoke of only two kinds of people-management decisions: hiring and firing subordinates. Even potential interpersonal conflicts were often reduced to questions of technical judgment. One manager anticipated that she would be called upon frequently as arbiter in disputes between subordinates and customers.
The customer is always right; I've got to make it [what the customer wants] happen yesterday. The customer comes to me to make the tough decisions and exceptions that my people can't. Three pivotal responsibilities of the sales leader come out in the new managers' descriptions of their role. 4 Their first obligation is to "provide opportunity"; that is, to distribute accounts, clients, or quotas. Besides providing opportunity, they are expected to provide sales ideas efficiently and promptly, information about what would sell, and tricks of the trade on how to sell: My people know that time is money.