Management Tip of the Day: When You Become the Boss, Build Your Credibility

Are you having trouble viewing this email? If so, click here to see it in a web browser. HOME   |   TIPS   |   BLOGS   |   THE MAGAZINE   |   BOOKS   |   STORE RSS   |   Mobile MARCH 27, 2013 When You Become the Boss, Build Your Credibility Managing people who used to be your peers is tough. You need to establish your authority without acting like the promotion's gone to your head. Here are three ways to make the transition easier: Tread lightly at first. Don't introduce any major overhauls right away. Identify a few small decisions you can make fairly quickly, but defer bigger ones until you've been in the role longer. Be actively present. Spend time with each of your new direct reports. Ask, "What can I do to make you more successful?" This question shows that you're in charge, but also conveys that you're there to support them. Look beyond your team. During this type of transition, it's easy to become focused on your former peers. But don't forget to build connections with new counterparts and your new boss. Today's Management Tip was adapted from "How to Manage Your Former Peers" by Amy Gallo. Read the full post and join the discussion » Share Today's Tip: FEATURED PRODUCT HBR's 10 Must Reads on Innovation (with featured article "The Discipline of Innovation," by Peter F. Drucker) HBR Press Book To innovate profitably, you need more than just creativity. Do you have what it takes? If you read nothing else on inspiring and executing innovation, read these 10 articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you innovate effectively. Leading experts such as Clayton Christensen, Peter Drucker, and Rosabeth Moss Kanter provide the insights and advice you need to: (1) Decide which ideas are worth pursuing, (2) Innovate through the front lines — not just from the top, (3) Adapt innovations from the developing world to wealthier markets, (4) Tweak new ventures along the way using discovery-driven planning, (5) Tailor your efforts to meet customers' most pressing needs, and (6) Avoid classic pitfalls such as stifling innovation with rigid processes. ADVERTISEMENT Follow the Tip: PREVIOUS TIPS Get the Most Out of Your Q&A Expand Your Company's Innovation Network Reduce Stress with Self-Compassion Don't Sandwich Negative Feedback Welcome Edits on Your Writing Try Out a Career by Volunteering Survive Networking Events by Being Generous 3 Ways to Use Persuasion to Get What You Need Eliminate Jargon from Your Next Presentation Make Your Writing Chronological All Previous Tips BEST SELLERS HBR's 10 Must Reads: The Essentials HBR's 10 Must Reads Boxed Set HBR Guide to Persuasive Presentations HBR Guide to Better Business Writing HBR Guide to Getting the Right Work Done Introducing Mobile ManageMentor Powered by the proven content of Harvard ManageMentor™ iTunes >> Android >> UNSUBSCRIBE   |   UPDATE YOUR PROFILE   |   MORE EMAIL NEWSLETTERS   |   PRIVACY POLICY Was this email forwarded to you? If so, sign up to start receiving your own copy. ABOUT THIS MAILING LIST You have received this message because you subscribed to the "Management Tip of the Day" email newsletter from Harvard Business Review. If at any point you wish to remove yourself from this list, change your email address, or sign up for other email newsletters and alerts, please visit the Harvard Business Review Email Newsletter Preference Center. OPT OUT If you do not wish to receive any email messages from Harvard Business Review, click here. ADVERTISE WITH HBR This enewsletter is read by thousands of decision makers every day. Learn more about connecting your brand with this audience. Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing | 60 Harvard Way | Boston, MA 02163 Customer Service: 800-545-7685 (+1-617-783-7600 outside the U.S. and Canada)