Career Advice

Becoming a Manager

Everyone can use a little expert career advice. To learn more about topics including interviewing to continuing education to becoming a manager, tune in this week to Mega Jobs for a variety of discussions led by experts in the field of work.

Linda A. Hill is Wallace Brett Donham Professor of Business Administration in the Organizational Behavior Area at the Harvard Business School. Hill is the author of "Becoming a Manager: How New Managers Master the Challenges of Leadership" (Harvard Business School Press) and is currently working on a project that explores the relationship between creativity, diversity and leadership.

To learn more about Linda, visit her page on the Harvard Business School web site.

Hill was online to discuss tips and strategies for successfully transitioning into management as your career progresses.

The transcript follows below.

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Washington, D.C.: How do I deal with managing people older than myself who have a chip on there shoulder?

Thank you.

Linda A. Hill: First, make sure you are being as objective as possible. How do you know he/she has a chip on his/her shoulder? Make sure you have evidence for your point of view. And if he/she does, it may be that someone else has treated them poorly and now you are paying the price.

I have found in some research I have done that because we as a society admire youth so much, organizations sometimes fail to provide the "older" staff with as much opportunity to grow and learn (e.g., work on exciting assignments, attend training).

Managing someone older than you can have its challenges -- it is inconsistent with the authority relationships we are more accustom to (parent/child, teacher/student). But remember treating people fairly is not simply to treat them all the same.

Effective leaders adapt their styles to the individuals they are leading. In general, the more expertise and experience a direct report has the more autonomy you should be giving them?

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Washington, D.C.: Reverse Flow:

I am making a major career transition from global corporate management (running U.S. firms in Asia and Japanese firms in the U.S.); back into the public service with the State Department (former Foreign Service Officer).

Any suggestions for mangers moving from results-based MBO management style into process-based political management style?

Andrew Osterman, HBS '83

Linda A. Hill: I am just finishing a case about this transition. I would simply encourage you not to rely too much on stereotypes when assessing your new environment -- be as analytic and as objective as you can be in figuring out what the culture of the organization is-its strengths and weaknesses.

Michael Watkins has a book called something like "The First Ninety Days" and a related workbook you might want to look at. Remember people may also have some stereotypes about you. It will take time to develop credibility. Public sector organizations vary as much a for-profit ones.

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Washington, D.C.: Two of my employees do not get along with each other. Both are excellent workers, but they vehemently argue and try to outdo each other in every situation that both of them are present at the same time. Offline, they don't talk to each other. Any suggestions on how to get these two people to talk and become more accepting of each other?

Linda A. Hill: Without knowing what the root cause of the conflict is, it is difficult to make suggestions. So, I would encourage you to try to figure out what the source of the conflict (style differences, substantive differences) is as best you can -- only with that information can you improve the situation. It sounds like you think a third-party intervention will be necessary (you getting involved). I would meet with each independently and see what you can learn -- don't assume you know.

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Baltimore, Md.: I am interested in seeking a position in the same company, but a different department. I'd rather my boss not know I am looking until I must tell him. I can't help but think that all the managers know one another, and if I submit my resume, my boss will know immediately. Is this as big an issue as it seems?

Thanks

Linda A. Hill: Unfortunately, it is in many companies. Really progressive companies have figured out how to create the space for people to find the job that really meets their developmental needs; but, frankly, given the pressure bosses feel to deliver short-term results, they are often less open to helping their people advance and move than they should be.

Does your current boss know what your long-term aspirations are? Is there any way you can help him/her see how he/she might benefit if you were to move to this new department?

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Ossining, N.Y.: I am 49 years with a MS degree in engineering. I have worked most of my career as an individual contributor in engineering development. I have had some influencing roles and in my first job, was promoted to a production supervisor position. Professor Hill, how do I break into management?

Some small companies have made inquiries.

Linda A. Hill: By your comment, break into, it sounds like you have had difficulty doing so in the past. If that is the case, why do you think that has been? Have you gotten feedback from people about how they view your managerial potential? Have you been willing to take on assignments that might allow them to assess your interest and potential (e.g., volunteered to lead a change initiative, coached or mentored younger engineers?

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Alexandria, Va.: Ms. Hill, I have a master's degree and I concentrated on management in an IT setting but I have little experience. What qualities should I highlight that would lend themselves to a leadership role, even if I haven't had the title or position of manager yet?

Thanks!

Linda A. Hill: Leadership is about being able to set direction, communicate that direction to diverse stakeholders, and motivate and inspire them to move in the desired direction. So volunteer or take advantage of opportunities from which you can develop such competencies (lead a task force, take responsibility for a cross-department initiative). If you have done things already that demonstrate your competencies in the above areas, note those on your resume. Also, you might note any mentoring/coaching you have done.

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D.C.: What is the best way to approach a new manager who is having difficulty in the transition? How can you talk to the newly appointed manager about their issues/inappropriate actions without risking your own job? Is it better to go above them to ask for help or confront them directly?

Linda A. Hill: It really depends on the situation, but I would probably start with them-and make sure you "own the problem." Maybe ask them how they can help you with some aspect of your work-give you advice about how to handle interdepartmental relationships or improve some process (something you sincerely need from them in their managerial role) and then engage in joint problem-solving together which will allow you to do some "reverse coaching."

Or, if they are having trouble delegating, you might provide some evidence for why he/she can delegate more to you (evidence you can do the job) and show how that might free the boss up to work on the many other challenges he/she faces. This answer may be way off base -- I am not sure what aspect of the transition he/she is having trouble with.

But your stance should be "how can I best contribute to the department; how can I help?"

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Baltimore, Md.: To the writer of "chip on 'there' shoulder." Maybe the older person resents working for someone who makes such obvious grammatical errors! Seriously, if I had a boss who didn't acknowledge a learning disability and wrote poorly, I'd probably wonder why I didn't have their management job.

Linda A. Hill: I understand why you have responded the way you have, but I have to confess as I try to answer as many of these questions as I can, I am having trouble with my spelling and grammar. But for sure, too often we hold stereotypes about people and fail to really appreciate the talent in front of us.

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Virginia: The best managers are lousy researchers. The worst managers are good researchers. This happened at my company and now people are leaving. The top CEO recently said he would like to implement management training for new managers. Too late...

Linda A. Hill: Yes, I study star performers in many industries and stars encounter special problems as they try to transition from the soloist role to that of the conductor. It is important to start early in people's careers to broaden them. Good luck.

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Gaithersburg, Md.: I was a clinical psychologist for 20 years. Managed care forced me to close my practice. I went to work for them for several years and worked my way up to top management only to be downsized with the loss of major contracts.

I eventually left health care altogether and went into legal recruiting. Although I learned the art of recruiting very well, it was post 9/11 and the downward turn in the economy and D.C. lawyers who chose to "stay put" led to my position being eliminated. I went to work for the hospitality industry. I advanced within six months from being on the phones taking reservations to management. They closed the office one month after my promotion.

As a result my resume shows several different positions and several different career paths. I am unemployed and needing assistance in finding a position that will utilize the depth of my experience and skills without automatically disqualifying me as "overqualified." I would appreciate some suggestions.

Linda A. Hill: I feel for you. I don't have much advice I am afraid, the "overqualified" trap is one of the most difficult to get out of. Actually, you might be better off applying for positions that look somewhat more like stretch assignments for you. What would be you dream job? If you look at the career path of someone in your dream job, how does it differ from yours?

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D.C./Arlington: Hello. I currently manage several projects, and I do feel as though I have a mutual respect with most members of my organization at all levels, but I do not have an official manager title. With these factors in mind, can you touch on how to fight for sometimes limited personnel hours for folks to work on your project? Not only do the higher-ups shift people in and out of my projects, but by the time all the changes have been made, I'm usually left with the personnel no one else wants on their projects. I'm doing the best with what I have, but I'd like a fairer shot at success...

Linda A. Hill: Yes, organizations are running quite lean now and frankly many people are overworked. One of the things we spend a great deal of time on in our leadership course is on how to "create the conditions for your success" --which is largely about exercising power and influence when you have no formal authority (e.g., to get necessary resources).

If you are currently managing several projects, it suggests you are seen as pretty competent. Do you have a reputation for "pulling off miracles?" If so, you might be caught in a vicious cycle. It may be time, before you get burned out, that you use up some of your "social capital" and share with the appropriate superior/s how you could do an even better job if ... making sure they understand that you recognize their realities and constraints and are focused on what is doing best for the company.

You might do some reading up on exercising influence and/or negotiating. If you look on the Harvard Business Review web site, you can find many useful readings.

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Baltimore, Md.: Dr. Hill, any suggestions for motivating and inspiring skeptical/unmotivated team members to move in the desired direction? Thank you.

Linda A. Hill: Of course, to really be helpful I would need to know why they are skeptical or unmotivated. That said, one of the primary reasons people don't change is because they are not as dissatisfied with the situation you are trying to change as you are. There are costs associated with any change, even positive changes. Have you thought through the costs for them? Unless they perceive that the benefits of change outweigh the costs, they won't change.

Perception is key here -- have you made the case. Maybe they are unhappy with the situation, but frankly don't get how they have contributed to it, so don't see why they have to change. Or maybe they really have no idea how they can be different -- they need a model. Good luck.

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Fairfax, Va. : I was promoted to manage a staff of 20 people. However, the company did not provide any training whatsoever. Are there any laws I need to worry about?

Linda A. Hill: There are lots of laws -- there must be a human resource or personnel policy book somewhere in the organization. I would ask for it.

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Washington, D.C.: I have worked for three Fortune 500 companies now, and in all three of these companies, the way to progress in your career was 100 percent about "kissing the boss's -ss," and not on intellectual capabilities. I'm very demoralized and thinking of changing jobs again. But I'm also scared that I would face the same situation again. What's your advice?

Linda A. Hill: I am sorry. I would suggest more due diligence on the "culture of an organization" what is really valued and what are the ought-tos about how you are supposed to behave. I wrote a note once called Power Dynamics in Organizations that is on the HBS web site-that might give you some insights. Politics exist in all organizations; learning how to manage politics is unfortunately critical these days.

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Washington, D.C.: My review is coming! The first one after my graduation. I am really excited and, meanwhile, worried. I do not know what to say/write in my review. Any suggestions?

Linda A. Hill: This is always a challenge. I always say go for the "truth" from your point of view. How have you contributed to your group's success-be specific? How would you like to contribute in the future (given that what are your developmental needs/desires).

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Bethesda, Md.: Linda, I'm in a bit of a tough position. Through a bit of hard work, and a whole lot of luck and good timing, a software project I developed as a co-op student while in college five years ago has really exploded, and I've rejoined the company full time to lead its ongoing development. Now I have six full time employees, and five co-op students working for me, and the team is just getting bigger.

My technical skills are sound, but not superb. Most of the full time folks are on equal or superior footing, and all of my co-ops are more up to date in current technologies than I am. How do I manage to not become That Boss -- the dumb one who just nods his head and doesn't understand what his team is doing, AND not lose the trust of the folks working for me by letting them think that I'm not as technically skilled as some of them?

Linda A. Hill: You are in a typical spot. Frankly, the boss is rarely the technical expert these days -- he/she can't be. That is not what people expect from you in your role. They do expect you to have good judgment about the technical issues that come up (which they will assess based on the kinds of questions you ask of them and the kinds of people you put in charge of projects). They expect you as manager to be the person who makes sure the organization has appropriate expectations for your group and also that you get them the resources they need to do the job.

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Istanbul, Turkey: Dear Ms. Hill, I am a PhD student studying organizational behavior in University of Marmara in Istanbul. My area of interest is entrepreneurship, creativity, diversity and globalization. So I am really enthusiastic to hear about your underlying assumptions and your hypothesis and methodology of your research in bringing together these three concepts, i.e. diversity, creativity and leadership.

There is a conference on diversity in Milan, Italy, on the 26-27 January. Will you be there? I will be there as a new starter researcher and I would like to meet you in person to share opinions. Regards, Hale Oner Keifer.

Linda A. Hill: Hi, I won't be there unfortunately. I will be teaching. I am working on two books on -- neither is finished yet (hard to keep focused, given my management responsibilities). But it is a very fruitful and rewarding area of study.

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Manassas, Va. : Linda,

I'm 22 and have just been given management responsibility over four of my peers because of a very fluid, high-turnover workplace and my slight seniority. Obviously, this is a big change -- I am no longer, so to speak, "just another pledge." How do I navigate this without losing professional credibility or friends?

Linda A. Hill: Congratulations. I do write about this dilemma in my book; your status has changed. You are no longer just a friend if you are the boss and have control over their promotions/pay-face that. It does not mean you can't have very fruitful relationships -- you can. But acting like you don't have more formal authority does not work -- it is experienced as "dishonest." You must recognize that what you say now has more weight and they are doing some editing when they speak to you. The burdens of leadership...

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Annapolis, Md.: I manage a small engineering team. I consider myself a strong leader. None of my workers would say kind things about me, but I'm not here to be praised by labor. I'm here to help the company make a profit. Do you find that the role of a good bottom line manager in maximizing profits is confused with that of being being a fair, kind person?

Linda A. Hill: Actually, they do go hand-in-hand. You might look at the work of someone like Jim Collins on great business leaders. Fear is a great motivator up to a point; if you need people to use their judgment, they must feel some commitment to the organization. One of the fundamentals for feeling commitment is believing that you are being treated fairly. Fair treatment does not mean that you don't have very high standards.

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Annapolis, Md.: First, Happy New Year! As an IT professional for over 10 years, I would like to extend my career for IT management. How can I make this happen -- is there any course I have to take, or should I get an MBA from college, even I already have a masters degree in computer science? Thanks!

Linda A. Hill: I don't think you have to take a course. Frankly, people learn the most about leading through on-the-job experience and coaching (often from peers). But courses can help you think bigger picture about your role and organizations, so you might consider taking a course on leadership, marketing and or finance.

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Anonymous: I have a learning disability that does cause me to transpose words at times. I'm sure my staff notices on occasion. Should I really disclose this? After all, I am a manager because of my management skills. I have a secretary to correct my writing. And, my disability is personal.

Isn't the above poster being a bit petty?

Linda A. Hill: I don't know what to say, if you would feel more comfortable disclosing it (it is taking up energy not doing so), I would. I don't know what kind of work environment you are in. I cannot tell you how many senior executives and MBAs I have met who have learning disabilities of various sorts.

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Georgetown, D.C.: In your experience what are some of the basic things new managers can do to make their first supervisory experiences successful?

Linda A. Hill: I wrote a whole book on this so it is hard for me to summarize. But I would say, start by looking at yourself-be honest and be prepared to manage your emotions as you make the transition. It is harder than most anticipate. Pay attention not only to leading your team, but also to building effective work relationships with superiors and peers (especially those on whom you are dependent for resources). Delegation is a tough issue for new managers; remember to treat people fairly is to treat them differently (people need different things to be successful from you).

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Linda A. Hill: It is noon and I must sign-off. Classes have started. This has been a pleasure. I am sorry I was not able to be more specific in my feedback -- I need more specifics about your situations!! This is my first time participating in a chat room like this.

All the best in your future endeavors. Leadership is hard work, but it is truly a privilege.

Linda

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