From star performer to star manager

By Annie McKee via hbr.org   Article

“You’ve always been a high achiever—top of your class, captain of your sports teams, star performer at work. Now, you’re going to be managing a team of high-performers in a division of your company that everyone’s buzzing about. You’re confident that you can navigate this new challenge with characteristic success.

You’re pumped. You set clear goals for yourself and targets for the division. You’re well aware that you’ll need to rely on your emotional intelligence skills to understand and work through your new team’s dynamics. You’re focused on achieving your goals and getting results… but before long, you’ve got problems. Your team doesn’t seem to be on board with your plan and they’re not delivering. Worse, they seem to be shutting you out. …

The late, great scholar David McClelland studied three human needs, or motivatorsthat are profoundly important when it comes to managing people: the need for achievement, the need for power, and the need for affiliation. …

Need for Achievement

… Unfortunately, a lot of star performers have a really hard time re-directing their achievement drive away from their personal goals and toward others’ success. …

Need for Affiliation

… But you need to be really careful. The boundaries between you and your employees are real. They work for you. That doesn’t mean you can’t be friendly and human. In fact, learning to be warm and authentic with people who report to you will serve you for the rest of your life. …

Seek out your peers for friendship. This might be hard for you, because coming up, most star performers focus on the boss, not their peers. But your peers will either help you succeed or pull you down as you move up. …

Need for Power

…Even good people fall prey to the temptation to use power for their own good. This is what McClelland called ‘personalized power.”’You can, however, channel your need for power toward the betterment of others, and of the group — this is socialized power.”

 

 

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