he person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when p

"I have great news for you! You’ve been promoted! Go forth and lead!"

Although perhaps not in so many words, that is the essence of what new managers hear when they learn of their promotion. Organizations typically don't provide new managers with a lot of support. While promotions to highly skilled technical positions usually include additional training, mentoring, or some clear way to learn new skills, management and leadership skills are somehow seen as something someone either has, or doesn’t have - or is responsible for acquiring on his or her own initiative.

Learning management skills on the job damages the fledgling manager as well as his or her team. The highly political world of management is not easily navigated even by the skilled; the neophyte's uncertainty and tentative actions often result in loss of credibility and may lead to his or her team's being given less desirable projects with more aggressive deadlines.

Just like new parents who swear they won't repeat their parents' mistakes, new managers are fired with determination to avoid the things they disliked about their managers. However, that excitement and determination is often offset by confusion; there are so many unfamiliar things to deal with (vacation requests, budgets, performance issues, conflicts, strategic planning)! Where can the new manager turn for help?

Unless you have an exceptional boss, it's usually not wise to request support from a supervisor. Since this is probably the person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when pu

or some clear way to learn new skills, management and leadership skills are somehow seen as something someone either has, or doesn’t have - or is responsible for acquiring on his or her own initiative.

Learning management skills on the job damages the fledgling manager as well as his or her team. The highly political world of management is not easily navigated even by the skilled; the neophyte's uncertainty and tentative actions often result in loss of credibility and may lead to his or her team's being given less desirable projects with more aggressive deadlines.

Just like new parents who swear they won't repeat their parents' mistakes, new managers are fired with determination to avoid the things they disliked about their managers. However, that excitement and determination is often offset by confusion; there are so many unfamiliar things to deal with (vacation requests, budgets, performance issues, conflicts, strategic planning)! Where can the new manager turn for help?

Unless you have an exceptional boss, it's usually not wise to request support from a supervisor. Since this is probably the person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when p

y the skilled; the neophyte's uncertainty and tentative actions often result in loss of credibility and may lead to his or her team's being given less desirable projects with more aggressive deadlines.

Just like new parents who swear they won't repeat their parents' mistakes, new managers are fired with determination to avoid the things they disliked about their managers. However, that excitement and determination is often offset by confusion; there are so many unfamiliar things to deal with (vacation requests, budgets, performance issues, conflicts, strategic planning)! Where can the new manager turn for help?

Unless you have an exceptional boss, it's usually not wise to request support from a supervisor. Since this is probably the person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when p

s. However, that excitement and determination is often offset by confusion; there are so many unfamiliar things to deal with (vacation requests, budgets, performance issues, conflicts, strategic planning)! Where can the new manager turn for help?

Unless you have an exceptional boss, it's usually not wise to request support from a supervisor. Since this is probably the person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when p

he person who approved your promotion, asking for leadership or team-building training may raise questions about your fitness for the position.

Likewise, unless you have absolute trust in the integrity of your fellow managers and absolute certainty that they will hold your questions in strictest confidence, it's unwise to ask your peers for help. To be blunt, when push comes to shove in the corporate world, it seldom matters how ethical someone is or how close a friend s/he might be: people almost always protect themselves first in any job-threatening situation.

So what is a new manager to do? Here are some tips that may help.

1. Join the leading professional organization in your field. If your membership dues aren't covered by your employer (and they could well be), they may be tax deductible; ask your tax advisor. Explore all options offered for leadership and management training. These organizations also often have mentoring programs for their members.


2. Learn company procedures. Thoroughly ground yourself in any personnel or management procedures you are expected to follow by talking with your boss and/or someone in your HR department. This isn't what I advised against earlier in this article; this is making sure that you understand all the policies and procedures for which you're now responsible. Clearing away confusion and potential surprises will go a long way to making you more confident in your new position.


3. Investigate mentoring programs. Many organizations, especially larger corporations, have formal mentoring programs. Find out whether this is available and take advantage of it - but be careful not to violate corporate culture and political rules of the road (which are different in every company).


4. Ask for advice. If you have a frie