Page 34 - Twenty Four Lessons for Mastering Your New Role

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Ignore what others think

Get feedback

A lmost all new managers experience bouts of insecurity. They
inevitably wonder, “How am I doing? What does the boss think of
me? Am I on track to move up—or have I leveled off?”
Few managers get the answers they’re looking for.
Despite the popularity of so-called 360 degree feedback—where
you receive input from your employees, peers and boss—many man-
agers still wonder how they’re perceived. Formalized feedback pro-
grams might help you gauge your skills and competencies, but they
rarely shed light on your personality traits or the subtle people skills
that influence how others respond to you.
Part of the challenge of ascending into management is coping
with a lack of feedback, especially from above. Your boss might drop
hints (or criticisms) from time to time, but chances are you don’t
receive ongoing input on certain aspects of your behavior or job per-
formance.
In the absence of feedback, you might grow increasingly uncer-
tain about your abilities. You think you’re doing a fine job, but with-
out validation from higher-ups your confidence is tested.
You need not accept this sorry state of affairs and remain in the
dark about your performance. Choose the right time and the appro-
priate manner in which to probe for clues. Don’t wait for your next
performance review in six months or one year, which in itself can
prove a letdown. Some executives put off these appraisals or rush
through them in a cursory fashion.
Put out feelers so that colleagues and bosses can comfortably

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