Becoming a Manager

V

Dispelling the Myths of Management

When I first wrote this book, one of my objectives was to help dispel the myths people often have about management. As we have seen, most new managers’ expectations of their jobs are incomplete and simplistic. Management, as one new manager discovered, meant much more than just doing what she had been doing all along, “only with more power and control.” This rising star had been an accomplished performer and had received betterthan-average management training. She stepped into a product development management position with impeccable credentials, high hopes, and a deep appreciation for the company’s values. Three weeks later, her comments were startling:

Becoming a manager is not about becoming a boss. It’s ...