Over the past several years, you have worked harder and longer than any of your colleagues. Today you reap the fruits of your labor with a promotion into management. What must you do differently, if anything, to have continuing success? Will working harder and longer than others guarantee the same results as in the past? In my consulting practice I have observed three challenges that are imbedded in these questions.

1. Drive and Empathy:

   Individuals who successfully transition to management soon learn the importance of balancing personal drive with considerable amounts of empathy. According to author Daniel Goleman, "Leaders with empathy are able to attune to a wide range of emotional signals, letting them sense the felt, but, unspoken, emotions in a person or group. Such leaders listen attentively and can grasp the other person's perspective." * You can apply Goleman's words by taking time to regularly meet with each of your direct reports. Learn about their aspirations and disappointments. Make a commitment to listen more than you speak in these meetings. Always keep in mind that your success is highly dependent on relationships with your direct reports.

2. Independence and Intimacy:

   A common challenge for new managers involves the struggle to feel in charge versus the need for support and friendship. How do you meet your business objectives without feeling isolated or overwhelmed by the demands of employees? The ability to develop solid connections, without sacrificing the independence necessary to make objective decisions, is critical to new manager success. Being "one of the gang" is a luxury that you can't afford. Meet with any direct reports who may have been colleagues in the past and discuss how the role of manager and friend will be handled. Develop your special support network outside of work.

   
   
3. Immediate Gratification and Long Term Success:

   Prior to moving into management, you were rewarded for solving problems, completing tasks and conducting analysis. Get ready for a world where you will be expected to focus more on long-term plans and strategy. The rush you experienced in completing one task after another must now be replaced with something less concrete. Don't get caught up in fire fighting. It may feel good but it soon will become your Achilles heel. Develop answers to the following questions before someone in the hierarchy asks for them.

   • What do you hope to accomplish over the next twelve to eighteen months? How does your plan fit with the organization's objectives?

   • What market shifts could impact your plan?

   • What is your competition doing that you should address?

   Once you have answered these questions, involve your direct reports in producing a final draft. When this process has been completed, meet with your manager to trouble-shoot the plan.

Taking steps to address these predictable vulnerabilities will help you meet important goals, experience memorable performance reviews and sleep well at night.

*	"Primal Leadership: Realizing the Power of Emotional Intelligence" Goleman, McKee and Boyatzis (Harvard Business School Press)

Recommended Reading:
"Right From The Start - Taking Charge in a New Leadership Role" Dan Ciampa and Michael Watkins (Harvard Business School Press) This book is a wonderful guide for new managers at all levels. The authors lay out a step-by-step plan from the first days on the job through a six-month period. It will become a constant companion as new managers establish themselves in the organization.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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