First-time managers tend to have histories of high achievement—thus they find it difficult to tolerate incompetence in others.
Coach direct reports on how to solve more problems on their own
Resist the urge to classify all direct reports who come to you with concerns as problem employees
Career transition generate lost of the old group
New supervisors don't yet “know the ropes” of the new team
Yesterday’s peer becomes nowadays direct reports
Solution: seek support and companionship from other individuals - friends and past coworkers -in the larger organization
Burdens of leadership
Sources of stress:
The stakes are higher for a manager than for an individual contributor
Being a role model
A manager has to manage his emotions—appearing enthusiastic and optimistic, and conveying a sense of maturity and professionalism.
Having power over other people’s lives and work
As a manager, you do need to examine your own role in a direct report's failure to perform because you may have been part of the problem. If so, find ways to avoid such problematic behavior in the future.