The first four months of the new supervisor reported on the leadership issues announced by the US HR Advisory Company DDI (Development Dimensions International), the new supervisor took average time for four months, and the work can be completely played. In these four months of adaptation, the new supervisor faces some challenges. DDI's two senior consultants, recently pointed out in the training and development magazine (T D), the four major challenges faced by the new supervisor are: 1. Transition from "Completing Work" into "work through others". Most new competents are promoted by professional skills, not because leadership compensation. People who have done their work in their own work, do not know how to lead others to work well. Many new executives have not realized that the biggest difference between non-leaders and leaders is that through others, not their own work. SCOTT EBLIN, which served as a high-end executive coach, pointed out that the new supervisor must be successful, can no longer rely on the technology or practical skills of the past, and the new role must be converted to another level. For example, an outstanding scientist is promoted as a vice president of the research center, and he is no longer a study of his own, but supervises others to study. The new supervisor needs to learn to lose the old habits, including, learn that it is no longer doing things yourself, but authorize to employees; learn to accept the results of employees, rather than "If I do it, I will do it. Better "; learning to tell employees" What do you need to do, not "how to do something". 2. Faced with complex, demanding, and often the expectations of conflicts. Alber Lin said that there is a new executive of up to 60%, and it will fail in the next year and a half. One reason for the failure of the new supervisor is that others are very high, but no one has clearly stated these expectations. 3. Establish relationships with new supervisors, homing and access. The new supervisor faces the new boss, the new Tong (the first time to get along with the company's high-level supervisor), and the new part (often a previous colleague), they need to establish a new relationship with these people. Companies can plan some informats for new competent, which makes them feel comfortable to meet the company's experienced supervisors, and colleagues who have just become the supervisor, to help them enter the situation as soon as possible. In the face of new work relationships, Alber Forest suggested that the new supervisor must take out the attitude of the supervisor, and most importantly, you must have confidence in yourself. The new supervisor should believe that the reason why you are in the current position is what you should, you don't need to be afraid, and you don't need to be urgent to prove to others. With such a healthy attitude, it is confident that you are their companions when facing other overall supervisors. 4. See your company and your work at a higher level. The new supervisor should put the attention in a larger range, regard the company as a whole, and think about how you can support this whole. Moreover, new roles can cause more people to pay attention, the impact of the company is also greater, so it must be more confirmed to be cautious.
