Feelings Experienced by New Managers after Promotion
New responsibilities and roles emerge whenever a person gets a promotion. The book “Becoming a Manager” outlines several challenges and feelings that emerge after an employee is promoted. To begin with, the promoted individual should deal with certain organizational challenges. The promoted individual “feels withdrawn and pressured to address the changing needs of his or her peers” (Hill, 2008, p. 2). Many workmates become unhappy when one of their peers gets promoted. The “new manager will be unable to cope with most of his or her peers” (Hill, 2008, p. 7). This situation can result in new feelings that can make every new manager less effective. According to Frost (2004, p. 115), “panic and anxiety also occur after a promotion”.
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Many individuals become overwhelmed after getting a promotion. Some “people begin to wonder if they will be able to complete their new responsibilities” (Frost, 2004, p. 113). This feeling occurs when the new manager is unable to complete most of his or her duties. The individual must use the best skills in order to mentor his or her employees. Newly-recruited managers also encounter different emotional challenges. Every new change compels a manager to address the needs of his or her stakeholders. This discussion explains why different individuals are unable to cope with these new obstacles. Many organizations “expect their managers to become the best change agents and network builders” (Hill, 2008, p. 8). They should also become competent agenda setters in order to produce the best outcomes. These challenges and feelings might affect the effectiveness of different managers. The success of these managers depends on their abilities to deal with the above feelings. Every new manager should be able to cope with the above challenges.
Steps to Overcome Such Feelings
The agreeable fact is “that Career Advancement (CA) is something critical and exciting” (Frost, 2004, p. 124). Managers should use effective plans and strategies in order to deal with the above feelings. The first step is “understanding the targeted roles and duties” (Hill, 2008, p. 16). The promoted individual should be aware of his or her new roles. The person should understand the requirements, ethical aspects, and protocols of his or her new position (Hill, 2008). These aspects will make every manager confident. The new role can result in disagreements and misunderstandings. Managers should also establish the best communication plans. A proper communication plan will ensure every employee gets the best support. New managers should deal with every challenge affecting their employees. Such managers should “widen their communication skills, decision-making competencies, and problem-solving abilities” (Frost, 2004, p. 117). The practice will make it easier for many managers to achieve their goals.
The third step is establishing powerful teams. The promoted manager should “establish effective dialogues with his or her teammates” (Frost, 2004, p. 121). This approach will improve the level of interaction within the targeted organization. The strategy will also address most of the obstacles affecting the targeted workplace. Every manager will be able to empower his or her employees. The other step is “ensuring every newly-recruited manager gets extra training” (Hill, 2008, p. 17). The practice will equip them with new skills in order to deal with various obstacles. The managers should also complete their tasks in a professional manner (Frost, 2004). These steps will ensure every manager achieves the best goals.
Frost, P. (2004). Handling Toxic Emotions: New Challenges for Leaders and their Organization. Organizational Dynamics, 33(2), 111-127.
Hill, L. (2008). Becoming a Manager: How New Managers Master the Challenges of Leadership. Boston, MA: Harvard Business Press.