Adapted from the upcoming 'The Wall Street Journal Guide to Management' by Alan Murray, published by Harper Business.
本文节选自即将由Harper Business出版的The Wall Street Journal Guide to Management，作者是Alan Murray。
What are the common mistakes of new managers? good management has been thoroughly studied and is widely understood, but it is still more honored in its breach than in its practice. Most new managers, in particular, get it wrong.
Harvard Business School Professor Linda Hill studies those who become managers for the first time, and writes perceptively about some of the common myths and misperceptions that lead to mistakes in their early days. Among them:
哈佛商学院(Harvard Business School)教授琳达•希尔(Linda Hill)对头一次当经理的人进行了研究，并富有洞见地写下了会导致人们在升职之初犯错的常见错误观念和误解。其中包括：
Myth 1: Managers wield significant authority.
New managers were often standouts in their previous jobs, and as such, enjoyed a fair deGREe of independence and autonomy of action. With a new job and title, they expect to feel more authority.
Well, surprise! Most new managers report they are shocked by how constrained they feel.
'They are enmeshed in a web of relationships,' writes Ms. Hill in a 2007 Harvard Business article called 'Becoming the Boss.' 'Not only with subordinates, but also with bosses, peers, and others inside and outside the organization, all of whom make relentless and often conflicting demands on them. The resulting daily routine is pressured, hectic and fragmented.'
希尔在2007年《哈佛商业评论》(Harvard Business)上发表题为《如何当老板》(Becoming the Boss)的文章，文中说，新任经理陷入了一个关系网，不光是跟下属的关系，还有跟老板、同级，以及公司内外的其他人的关系，这些人都会对新任经理提出严酷的要求，有时还会互相矛盾。结果造成日常工作压力很大、十分忙乱，而且没有章法。
She quotes one new leader saying: 'Becoming a manager is not about becoming a boss. It's about becoming a hostage.'
Until new managers give up on the myth of authority, and recognize the need to negotiate their way through a web of interdependencies, they are likely to face frustration and failure.
Myth 2: Authority flows from the manager's position.
New managers frequently think that what authority they have is conferred by their title. But in fact, writes Ms. Hill, 'new managers soon learn that when direct reports are told to do something, they don't necessarily respond. In fact, the more talented the subordinate, the less likely she is to simply follow orders.'
Over time, good managers find they must earn their subordinates' respect and trust in order to exercise significant authority. They need to demonstrate to subordinates their own character, their competence, and their ability to get things done before those subordinates are likely to follow their lead.