What Does Being A Manager Mean

What Does Being a Manager Mean?
Perhaps you've recently earned a promotion to a managerial role after serving as

an individual contributor. Or maybe you have a business degree and you're
entering the corporate world as a manager. Your role may involve full-time
management, or you may have assumed a senior position that involves some
management activities along with continued responsibilities as an individual
contributor. Whatever your situation, to succeed in your new role you'll need a
firm grasp of what it means to be a manager.
As many businesspeople have discovered, being a manager is surprisingly

complex. It requires you to widen your focus—to look beyond the immediate
tasks at hand and consider the needs of people within and outside your group or
unit. It also demands a markedly different set of skills than those valued in
individual contributor roles.
Consider these unique aspects of becoming a manager:
You work through others
An individual contributor is responsible for accomplishing specific tasks. In

contrast, a manager focuses on managing people and processes. Even if you
continue to be responsible for producing a specific body of work—whether it's
being responsible for a number of accounts or developing a new product—you
will also need to make things happen by working through others.
As a manager you rely on others and their abilities, not yourself and your own
skills, to accomplish your company's goals. Moreover, you get things done by
managing interactions with a broad range of people. These include not only your
direct reports, but also your boss, peers, and people outside your organization.
Many new managers are surprised by how much time they need to spend on
handling the personal interactions required to get work done through others.
You play multiple roles
As a manager, you're more than just a leader who hires, trains, and motivates
employees and provides needed resources. Managers play a variety of additional
roles as well. These are just a few:
 Spokesperson: You represent your group to the larger organization.
 Liaison: You ensure positive networks between your group and others
both inside and outside the organization.
 Disseminator: You feed crucial data about the competitive environment

and your company's vision and performance to subordinates. You also
relay information about your unit's performance and needs to senior
managers.
 Entrepreneur: You initiate projects to improve your unit's processes or

profits.
 Mediator: You deal with crises, resolve grievances, and promote

agreement within your group and between your unit and others in the
organization.
 Decision maker: You ensure that decisions are made (either by you or in
collaboration with others) and then communicated, coordinate the impact
of interrelated decisions, and are held accountable for the day-to-day
operations of your group.
You network and cultivate relationships
Because your success depends on working through others, you spend

considerable time networking and cultivating relationships—on several fronts:
 With your direct reports: You forge supportive bonds with your
employees—recognizing their achievements, supporting their career
aspirations, and showing interest in them as individuals.
 With your peers: You get to know other managers of units on which your
group depends, as well as those who depend on your group. Through
these connections, you act as an advocate for your group—procuring the
resources your people need to do their work. You also act as a buffer,
protecting your people from unreasonable or unnecessary requests made
by other departments or teams. Likewise, you work to understand your
peers' needs and communicate them to your employees so they can
support other units' efforts.
 With your superiors: You demonstrate your commitment to meeting your

unit's short-term goals as well as the company's high-level strategy. And
you accept personal accountability for your unit—managing it as if it were
your own business.
Tools: Identify Your Crucial Contacts and Beginning to Build Your Network
To identify key contacts that you'll need to establish within your organization and
to begin to build your network, see the "Identify Your Crucial Contacts" and
"Beginning to Build Your Network" tools.
You develop a strategic perspective for your group
A key part of your job as a manager is to develop a strategic perspective for your
own group. That means understanding your company's high-level strategy and
crafting a strategy for your unit or group that supports the corporate plan. All this
requires you to:
 Be aware of your company's "big picture"—its competitive challenges, its

long-term plans, and its major strengths and weaknesses.
 Adopt a long-term view of the future—for example, what will your group
need to contribute to the company three or five years from now?
 Set the agenda for your unit to ensure that your people focus on what's
most important.
 Balance your company's needs and expectations with your staff's

emotional and developmental needs.
You develop a new mindset and skill set

The mindset and skills that served you well as an individual contributor differ
markedly from those needed in your new managerial role. To develop the right
mindset, you need to:
 Think strategically—developing a compelling vision and strategic plan for

your group that enables it to support the company's strategy.
 Think analytically—gathering information systematically, identifying

patterns in the problems that crop up, and seeking input from others.
 Use judgment—making decisions under time pressure and with

incomplete information.
 Innovate—generating fresh ideas and combining ideas in creative ways.
In addition to thinking and making decisions differently, you'll need to hone these
skills:
 Communication—fostering open dialogue with bosses, peers, and

employees; listening to others' ideas; delivering effective presentations;
and preparing well-written proposals and other communications.
 Leadership—providing direction, influencing others, fostering teamwork

and collaboration, motivating others, and coaching and developing others.
 Interpersonal effectiveness—building relationships, leveraging networks

and diversity, and managing conflict and disagreement.
Tool: Identifying Desirable Managerial Traits
Clearly, being an effective manager is no small feat. But by taking the time to
understand the many different dimensions of this challenging role, you can boost
your chances of succeeding. While this list of competencies may seem
overwhelming, if you have led projects or teams in the past, you probably have
already practiced some of these skills. Use the "Identifying Desirable Managerial
Traits" tool to help you identify managerial qualities that you've encountered in
your previous job experiences and that you may want to demonstrate in your
current position.
Using Stepping Up to Management
The remaining modules in this program help you build and strengthen your
managerial skills. Although the modules of this program are presented in a linear
fashion, you may want to visit them in a different sequence, depending on the
specifics of your situation. Use the results that you received after completing the
introductory Priority Assessment to help chart your course.
 Working Through Others: Learn how to support your direct reports,

develop quality relationships with each member of your team, balance
conflicting expectations, and adapt your managerial approach to specific
circumstances as well as individuals that you oversee.
 Managing Performance: Build your skills for managing performance,

delegating, setting goals, coaching your direct reports, assessing
performance, and creating opportunities to help employees grow.
 Organizing Resources, Meetings & Time: Examine the administrative

responsibilities that come with your new job, learn how to make meetings
more productive, and develop an effective time management strategy.
 Cultivating Your Team: Discover the key elements of creating a high-

performing team—establishing clear processes, clarifying communication
standards, developing team norms and group culture, protecting the team
from illegitimate or unnecessary requests from the organization, and
determining team performance measures.
 Supporting Your Boss & Organization: Learn how to support your boss
by understanding his or her agenda, fostering an atmosphere of
partnership, agreeing on group and individual performance goals, and
aligning those goals with the company's strategic objectives.
 Networking with Colleagues: Discover the importance of cultivating

relationships with people both inside and outside your organization, and
developing influence strategies to build and strengthen your network.
 Evolving as a Manager: Examine your transition into management,

evaluate your role as a manager and a leader, reflect on how you relate to
others, and create a continuous learning path.
Next: Common Misconceptions About Management

What Does Being A Manager Mean

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What Does Being a Manager Mean?

Perhaps you've recently earned a promotion to a managerial role after serving as

As many businesspeople have discovered, being a manager is surprisingly

Consider these unique aspects of becoming a manager:

You work through others

An individual contributor is responsible for accomplishing specific tasks. In

You play multiple roles

 Spokesperson: You represent your group to the larger organization.

 Disseminator: You feed crucial data about the competitive environment

 Entrepreneur: You initiate projects to improve your unit's processes or

 Mediator: You deal with crises, resolve grievances, and promote

You network and cultivate relationships

Because your success depends on working through others, you spend

 With your superiors: You demonstrate your commitment to meeting your

You develop a strategic perspective for your group

 Be aware of your company's "big picture"—its competitive challenges, its

 Balance your company's needs and expectations with your staff's

You develop a new mindset and skill set

 Think strategically—developing a compelling vision and strategic plan for

 Think analytically—gathering information systematically, identifying

 Use judgment—making decisions under time pressure and with

 Innovate—generating fresh ideas and combining ideas in creative ways.

 Communication—fostering open dialogue with bosses, peers, and

 Leadership—providing direction, influencing others, fostering teamwork

 Interpersonal effectiveness—building relationships, leveraging networks

Tool: Identifying Desirable Managerial Traits

Using Stepping Up to Management

 Working Through Others: Learn how to support your direct reports,

 Managing Performance: Build your skills for managing performance,

 Organizing Resources, Meetings & Time: Examine the administrative

 Cultivating Your Team: Discover the key elements of creating a high-

 Networking with Colleagues: Discover the importance of cultivating

 Evolving as a Manager: Examine your transition into management,

Next: Common Misconceptions About Management

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