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Saving Your Rookie Managers from Themselves by Carol A. Walker
Reprint r0204h
April 2002
HBR Case Study
The Cost Center That Paid Its Way
r0204a
Julia Kirby
First Person
If You Want Honesty, Break Some Rules
r0204b
Ginger L. Graham
Big Picture
Wealth Happens
r0204c
Mark Buchanan
Maneuver Warfare: Can Modern
Military Strategy Lead You to Victory?
r0204d
Eric K. Clemons and Jason A. Santamaria
Executive Women and the Myth of Having It All
r0204e
Sylvia Ann Hewlett
Customers as Innovators:
A New Way to Create Value
r0204f
Stefan Thomke and Eric von Hippel
Reawakening Your Passion for Work
r0204g
Richard Boyatzis, Annie McKee, and Daniel Goleman
Best Practice
Saving Your Rookie Managers from Themselves
r0204h
Carol A. Walker
The Entrepreneur
Out of the Blue and into the Black
Frank Batten
r0204j
Best Practice
You’ve promoted your star performer into management. Now help him avoid the classic errors that beginners so often make.
Saving Your Rookie Managers from Themselves by Carol A. Walker
T
om Edelman, like a million freshly minted managers before him, had done a marvelous job as an individual contributor. He was smart, confident, forward thinking, and resourceful. His clients liked him, as did his boss and coworkers. Consequently, no one in the department was surprised when his boss offered him a managerial position. Tom accepted with some ambivalence – he loved working directly with clients and was loath to give that up – but on balance, he was thrilled.
Six months later, when I was called in to coach Tom (I’ve disguised his name),
I had trouble even picturing the confident insider he once had been. He looked like a deer caught in the headlights. Tom seemed overwhelmed and indeed even used that word several times to describe how he felt. He had started to doubt his abilities. His direct reports, once close colleagues, no longer
Reprint r0204h
April 2002
HBR Case Study
The Cost Center That Paid Its Way
r0204a
Julia Kirby
First Person
If You Want Honesty, Break Some Rules
r0204b
Ginger L. Graham
Big Picture
Wealth Happens
r0204c
Mark Buchanan
Maneuver Warfare: Can Modern
Military Strategy Lead You to Victory?
r0204d
Eric K. Clemons and Jason A. Santamaria
Executive Women and the Myth of Having It All
r0204e
Sylvia Ann Hewlett
Customers as Innovators:
A New Way to Create Value
r0204f
Stefan Thomke and Eric von Hippel
Reawakening Your Passion for Work
r0204g
Richard Boyatzis, Annie McKee, and Daniel Goleman
Best Practice
Saving Your Rookie Managers from Themselves
r0204h
Carol A. Walker
The Entrepreneur
Out of the Blue and into the Black
Frank Batten
r0204j
Best Practice
You’ve promoted your star performer into management. Now help him avoid the classic errors that beginners so often make.
Saving Your Rookie Managers from Themselves by Carol A. Walker
T
om Edelman, like a million freshly minted managers before him, had done a marvelous job as an individual contributor. He was smart, confident, forward thinking, and resourceful. His clients liked him, as did his boss and coworkers. Consequently, no one in the department was surprised when his boss offered him a managerial position. Tom accepted with some ambivalence – he loved working directly with clients and was loath to give that up – but on balance, he was thrilled.
Six months later, when I was called in to coach Tom (I’ve disguised his name),
I had trouble even picturing the confident insider he once had been. He looked like a deer caught in the headlights. Tom seemed overwhelmed and indeed even used that word several times to describe how he felt. He had started to doubt his abilities. His direct reports, once close colleagues, no longer