<ul><ul><li>Myths About Managers </li></ul></ul>New managers and individual contributors need the same skills All a manage...
Myths about managers <ul><li>Myth #1:  New managers and individual contributors need the same skills </li></ul><ul><li>Rea...
Myths about managers <ul><li>Myth #2:  All a manager needs is power   </li></ul><ul><li>Reality:  Managers do have power, ...
Myths about managers <ul><li>Myth #3:  Managers have a lot of freedom </li></ul><ul><li>Reality:  Managers have far  less ...
Myths about managers <ul><li>Myth #4:  Managers always feel smart, in control, and satisfied in their jobs </li></ul><ul><...
Why Managers Derail? <ul><li>Difficulty in building an effective team </li></ul><ul><li>Difficulty in making transitions <...
How personal qualities become enemies… Emphasize team members'  discretion  and  autonomy  Track Record Brilliance Commitm...
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Mmi leadership 1

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Mmi leadership 1

  1. 1. <ul><ul><li>Myths About Managers </li></ul></ul>New managers and individual contributors need the same skills All a manager needs is power Managers have a lot of freedom Managers always feel smart, in control, and satisfied in their jobs Chapter I Why Managers derail?
  2. 2. Myths about managers <ul><li>Myth #1: New managers and individual contributors need the same skills </li></ul><ul><li>Reality </li></ul>New skills are essential for your success as a manager Old position: “doer” New management position Old skills Old skills New skills: “people skills” +
  3. 3. Myths about managers <ul><li>Myth #2: All a manager needs is power </li></ul><ul><li>Reality: Managers do have power, but power does not guarantee that a manager has influence. As a manager, you have to use the tools of power - authority , status , and access - to influence others. </li></ul><ul><li>Sources of power and influence: </li></ul><ul><ul><li>Your position in the organization </li></ul></ul><ul><ul><li>Your personal characteristics </li></ul></ul><ul><li>Manager's Law of Reciprocity: To influence others to help you get things done, you provide them with valued resources and services in exchange for resources and services you need. </li></ul>
  4. 4. Myths about managers <ul><li>Myth #3: Managers have a lot of freedom </li></ul><ul><li>Reality: Managers have far less freedom (and free time!) to act alone than they might have anticipated </li></ul><ul><ul><li>Managers need the cooperation of other people to get things done </li></ul></ul><ul><ul><li>Managers assume a whole new set of duties, obligations, and relationships </li></ul></ul>
  5. 5. Myths about managers <ul><li>Myth #4: Managers always feel smart, in control, and satisfied in their jobs </li></ul><ul><li>Reality: All managers have their moments of frustrations and feelings of uncertainty </li></ul>
  6. 6. Why Managers Derail? <ul><li>Difficulty in building an effective team </li></ul><ul><li>Difficulty in making transitions </li></ul><ul><li>Lack of follow-through </li></ul><ul><li>Treat people badly </li></ul><ul><li>Over dependence on a single strength or resource </li></ul><ul><li>Strategic differences with top management </li></ul>
  7. 7. How personal qualities become enemies… Emphasize team members' discretion and autonomy Track Record Brilliance Commitment/Sacrifice Charm Source of initial success Can become fatal flaws Makes an impressive impact in a functional or technical area Seen as uncommonly bright Capable of considerable charisma and warmth Does whatever is required to achieve success Seen as too narrow in a particular area Intimidating; dismissive of other people’s ideas Defines life in terms of work; expects others to do the same Does whatever is necessary to achieve personal success, even at the expense of others in the organization Ambition Extremely loyal to the organization Uses selectively to manipulate other people

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