+ The process of transition of an ordinary employee to the new status of a manager, as a rule, is stressful not only for him. Both the employee himself and his subordinates need to adapt to new conditions. We should not forget that senior management is also responsible for the results of the work of a young manager at the stage of his formation. How can a novice manager go through “fire, water and copper pipes” and adequately establish himself in a new status? To begin with, it is important to: Subject yourself to personal rethinking, analyze your strengths and weaknesses, and adjust your behavior; Think about the correct positioning of yourself among former colleagues who have become subordinates; Enlist the support and practical recommendations of senior managers and mentors. "Pitfalls" at the beginning of a career. What you should pay attention to to avoid mistakes. The difficulties that a new manager may encounter are quite varied and largely depend on individual circumstances and working conditions. At the same time, there is a “pitfall” that is typical for many young managers and is more common than other difficulties - “star fever”. Its symptoms can be expressed in the desire to constantly demonstrate one’s status to others. A person chooses an authoritarian leadership style, communicates arrogantly, in a harsh and even rude manner, ridicules and exaggerates other people’s mistakes and mistakes, and reacts painfully to criticism. Possible consequences of such behavior are a large number of incorrect arrogant decisions, damaged relationships with colleagues, lack of support in the team, ignoring the tasks of such a manager, and even sabotage from subordinates. As a rule, the “stardom” virus is an indicator of the immaturity of the individual. In my practice as a coach and consultant on personal effectiveness, I have come across stories of young managers harming themselves by, as they say, trying to be smart and pretend that they already know everything. This way you are unlikely to gain authority among your subordinates. A competent boss must be able to hear and acknowledge the point of view of his employees, especially since in specialized matters specialists often have greater competence, and this should be taken into account. How to build relationships with former colleagues in order to gain trust It is important to note that there is not and cannot be a single correct strategy for everyone, such a “universal pill” for all occasions. Just as people differ from each other, so do groups have their own characteristics - microclimate, traditions, communication style, level of culture, and so on. In addition, it is worth considering that each person has his own “coordinate system”, value guidelines, set of qualities, characteristics, principles, personal goals and motives. I will give a common example from the life of many companies. Imagine that several people applied for the position of head of a department at once. And the candidate approved by top management was not to the liking of his colleagues. In their opinion, a person younger in age, not as experienced as them, etc., etc., was appointed to the new position. It is not difficult to guess that this will have a certain impact on the moral climate, work process and results of the team. What should a new manager do in such a situation? An open conversation between the new boss and employees can be recommended as an effective way to improve the situation. You should not isolate yourself and minimize communication with subordinates. A novice manager should explain to his subordinates that it is not he himself who has changed, but only his status. And now, in parallel with the expanded range of rights, additional responsibilities have arisen, as well as a much greater burden of responsibility. In such a situation, it would be useful to enlist the support and help of the team, since only a cohesive and well-coordinated team can work perfectly for the overall result. So!+