In fact, along with the joy of being promoted, there is more stress.

In the Wharton School, there is a term called "mid-career derailment" to refer to this phenomenon: almost 50% of the high-performance people who have been promoted to the supervisory level are unable to realize their full potential, and they want to change their jobs in less than 18 months after being promoted.

There are two general reasons for this:

The first is an "inability to adapt to changes in the system.

Once a person is promoted, the job duties and position hierarchy will change. This means that the playing field is the same, but the system is completely new.

Their hard-earned experience in the field will be eliminated, their former colleagues will become subordinates, and their former leaders may become competitors. If you are not psychologically prepared for such a change in relationship, it will be difficult to get into the role quickly, which will eventually lead to interpersonal tension and uneasiness.

Secondly, psychologists have suggested that people have an aversion to loss.

When you are promoted from an individual contributor to a manager, the first thing you need to do is to get rid of the original "protagonist aura", and the results of your work will gradually tend to be the results of your team rather than your personal contribution. The content of the work has also changed from the original buried work to a variety of publications.

These changes in the system will cause you, as a novice supervisor, to become more agitated and confused in the face of changes in the workplace.

The second reason is the "inability to think outside the employee's head".

Just like my good friend who was promoted soon, the reason why he became busier than before was more because he "disliked" the people under him for not being familiar with the business, and his work efficiency was not high. In the face of some urgent tasks, always become: forget about it, or I will do it myself!

The result is that because of the inexplicable extra workload, they often work late into the night. The team's morale is getting worse and worse, not to mention the fact that they are exhausted.

Standing from a leader's perspective, she is naturally a perfect employee. But as a manager, she was remiss. Still using the employee era "only for personal efficiency" way of thinking, failed to complete from "doing" to "lead people" role change.

John Quincy, the 6th President of the United States, said that if you can inspire others to follow their dreams, learn more, practice more, and achieve more, you are a good leader. The same quote applies to the workplace.

The employee mindset focuses on individual effort, while the leader mindset is all about teamwork. What you need to know as a manager is that even within the same organization, your professional skills and individual efforts to succeed will become less important and more focused on building relationships and nurturing others.

It's important to get out of the employee mindset in a timely manner, because if you're still too attached to your old ways of doing things, you're going to be the biggest obstacle in your career.

02How do you quickly adapt to your new status after being promoted?

1, personal power has limitations, learn to appropriate decentralization

American restaurant legend Danny Meyer often cautioned those newly promoted managers, congratulations on the "power of fire" as a gift, but "the gift of fire! "is not about controlling power, but about empowering others.

No matter how powerful an individual is, he or she has limitations. To get good development of the team, as a leader can never jump the management hurdle.

There's a story that Martin, a year after he was promoted to head of his department, found that his staff's opinion of him was very poor. He had to turn to a famous career coach to change the situation. The coach warned that Martin seemed to be taking on too much, and Martin almost blurted out:

"You're letting that group of unreliable employees do the things I'm responsible for? Then I have to spend a lot of time giving them technical guidance and training! And when I'm done teaching them everything, if they shoot their asses off, then I'd rather shoot myself in the face!"

In this case, Martin is a classic example of "individualism," focusing on results and ignoring the importance of building relationships with his employees.

But in a team, if the leader doesn't know how to delegate authority and doesn't focus on developing employees' abilities, it's easy to get stuck in an impasse where you're exhausted and your subordinates don't have any sense of purpose or existence.

Only if you learn to distribute work effectively, give guidance and advice appropriately, and improve the work skills of others so that they are filled with a sense of presence and fulfillment. Your team can be successful and you can become a qualified managerial human resources.

2, take the initiative to communicate with superiors, learn from experience

Some people have said that no one in the workplace will willingly bless others with promotions and pay raises, in addition to the leadership of the hand to promote you. As a subordinate, only to maintain effective communication with the superior leadership, do not understand the timely inquiry, in order to get effective guidance and help to improve their own work efficiency.

On the other hand, the leader as your immediate manager, compared to the same level or friends, often more directly and objectively point out your shortcomings and shortcomings, in order to adjust the work methods.

A good manager also knows how to utilize the resources of his superiors to establish a good communication relationship with his leaders. To help their own rapid transition to the workplace adaptation period at the same time, but also for their own to win more performance and to confirm their ability to the opportunity, and even to fight for more internal resource allocation, to achieve the management of the role of change.