Congratulations on becoming a Manager!
You’ve worked hard for it. You deserve it. You’re on your way to the top. Well done!
Now, all you’ve got to figure out is: What does “being a manager” mean? What’s involved? What – exactly – is “managing”? And how and why is it different from what you were doing before?
One day you weren’t a manager; the next day, you were. So what happened? What changed? You are still the same person, with the same capabilities, competencies and characteristics as you had before. You have the same skills, abilities and knowledge that no doubt were a key factor in getting you appointed as you had before when, apparently, they weren’t. It’s as if you have crossed some sort of invisible line that has taken you from where you were to where you are now: a manager.
In other words, for the most part, you – and most other people who become managers – are obliged to mostly find your own way of “doing” managing, your own way of “being” a manager, without fully knowing whether the managing you’re doing is working properly or not.
The trouble with “managing” and “management” is that there are so many books, conferences, seminars, workshops, training courses and exhibitions all offering different definitions.
Which is the true definition? Which one is the new manager supposed to believe and act upon? Thoughts and opinions, please…
**Send for the free guide: The 8 key skills of successful managers (Or: How to be an even better manager than you already are!) aims help your “managing” become
- easier, more successful and more rewarding to do
- more likely to achieve the results you want
- more fun
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