In too many cases, employees find themselves promoted to managerial positions without being given enough training or guidance to succeed at their new jobs. In fact, one-third of employers say they do not teach first-time bosses important skills such as budget oversight and project management, according to a survey from the Institute for Corporate Productivity. Nearly four of 10 employers say they spend two days or less each year training rookie managers , the survey reports. Being a boss means constantly attempting to grasp and master complexities involving industry shifts, organizational politics, personality clashes and conflicting expectations among senior leaders, customers and your teams. At the end of the day, many bosses wonder if they've ever accomplished anything of value, according to authors Linda Hill and Kent Lineback. In their book Being the Boss: The 3 Imperatives for Becoming a Great Leader (Harvard Business Review Press/Available now), Hill and Lineback explore the universal challenges that face first-time managers, and break things down into three core areas on which to focus: managing yourself, managing your network, and managing your team. Hill is a professor of business administration at Harvard Business School. Lineback is a writer/collaborator with nearly three decades of experience in business and government.
Organizations often follow a "promote the office star" system, which is inherently flawed. As a boss, the star is now responsible for the work of others as well as his or her own work.
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