#HR #RRHH Making love and making personal #branding #leadership

The transition to management isn’t easy. One study found it was almost as stressful as divorce.

No wonder people screw it up. But while “Everyone certainly has the right to screw up in her own individual way,” says Lindsey Pollak, whose new management book Becoming the Boss is out this month, there are also “classic mistakes” made by “pretty much everyone I interviewed.” Here’s what they are, and how to avoid them:

1. Keeping The Star Mindset

People often get promoted because they are awesome at what they do. But once you’re in management, “your job is no longer to be the star as a contributor. Your job is now to manage through other people’s successes,” says Pollak. This is a huge change in thinking, and unfortunately, many new managers “keep trying to do their old jobs and be a manager at the same time.”

To meet this goal, a performance management system must provide some way to determine how employees are performing relative to their co-workers. Yet there is currently a trend in HR to “fix” performance management by eliminating the use of methods that compare employees based on performance.

This makes no sense since this is the very thing senior business leaders want from performance management!

The 2 performance management methods:

Consulting firm PwC recently published its outlook for work in 2022, based on interviews with 500 human resources experts and 10,000 others in the United States and several other countries. You probably won’t be surprised to hear that big companies could end up so powerful and influential they morph into “ministates” that fill the void when government is unable to provide essential services. Companies will also use sensors and other gizmos to monitor employees around the clock. And workers will mostly acquiesce to this digital leash, in exchange for job security, decent pay and important benefits.

When I started my first company, I hired people I knew and loved.  I thought, Why wouldn't I want to work with my friends all day?

In many cases that worked out fine. Then my company began to grow beyond my circle of friends. The talents required for success became a bigger priority than the camaraderie.

I was usually able to find people who fit the culture and the job description and whom I also enjoyed spending time with. But every once in a while the person I needed to hire just wasn't my cup of tea. And while we shared mutual respect, spending time with this person became a chore, as did the experience of managing him or her.