Skills for New Managers, 2nd Edition

Chapter 11Managing the Boss

Mark liked his boss. As a star computer programmer for a financial services firm, Mark felt that the best thing his boss could do was “stay out of my way.” And Mark’s boss happily complied.

But when Mark earned a promotion and became a manager, his boss could no longer leave him alone. Now the stakes were higher. Mark’s responsibility didn’t end with his own technical ability; his success as manager would depend on the accomplishments of others.

“When I became a manager, my boss suddenly took on a different role,” Mark said. “Instead of trusting my judgment and letting me experiment, he would demand lots of information from me every week. He wanted to know what I was doing, what my employees were doing, what we planned ...