Page 32 - Twenty Four Lessons for Mastering Your New Role

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Go it alone

Build alliances

You cannot succeed in a vacuum as a manager. You need allies—
the more the better.
Yet there’s a difference between cultivating friends throughout
your organization and being liked by your employees. You should
not befriend the people who report to you. Treat them with kindness
and respect, but don’t expect to socialize with them or confide in
them.
Woo allies from among your co-workers and bosses. Seek out
folks you admire and get to know them. Exchange favors. Share
information. Celebrate joint victories and commiserate over defeats.
Getting people to like you requires tact and sensitivity. For exam-
ple, while impulsiveness has its place, rushing to say whatever pops into
your head almost guarantees that you’ll drive away potential allies.
Pause an extra second before you say something even remotely
controversial to a colleague. Step into that person’s shoes and imag-
ine their reaction. If you’re stating an opinion, acknowledge others’
views before you volunteer your own. Quote them favorably, praise
their actions, and let them know when you’ve learned from them. As
long as you’re sincere, you’ll attract allies with ease.
Listen for indirect requests for help. If a co-worker mentions that
he intends to “read up on the new software,” offer to give him a
quick lesson. If an executive asks you how she can learn more about
a recent shipment of parts, offer to gather all the information she
needs and have it on her desk in the morning.
Also pounce on opportunities to solve others’ problems. When

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