Be a Great Boss: The Hill Collection (4 Items)

III

Confronting the Personal

Side of Management

The new managers were caught off guard by the stark transi-

tion from producer to manager, especially the transformation it

required. They did not at first appreciate how profound their ca-

reer choice was. For in accepting promotion to manager, unbe-

knownst to the new managers, they did more than consent to

new job responsibilities. They made an initial commitment to

form a new professional and personal identity, oriented toward

managing people, not technical tasks. The managers soon dis-

covered that the task learning (acquiring competencies and

building key relationships) was only part of the story.

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