Managing Subordinates' Performance: The Interpersonal Challenges Facing New Managers

By: Linda A. Hill

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Synopsis: Managing people is a delicate art, and the skills necessary to manage subordinates' performance don't come easily to new managers. There are many interpersonal challenges that you'll need to be prepared to deal with in your new role. For instance: How do you manage a subordinate who has more experience than you do? How should you approach rewards and discipline? How do you manage someone whose performance is sub-par? How can you delegate effectively? Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. In this chapter, these managers develop and refine their interpersonal skills in four areas: accepting the diversity of their subordinates, responding to that diversity, managing the problem subordinate, and delegation and control. This chapter was originally published as Chapter 5 of "Becoming a Manager: How New Managers Master the Challenges of Leadership."