The power gained by moving up in the organizational hierarchy isn't enough to get results. In reality, establishing and maintaining credibility is how you'll get results.

Power does come with your position. And, as a manager, you will have more formal authority, a higher status within your organization, and greater access to resources than you did as an individual contributor.

Instead of relying on your new power to bring results, focus on establishing your credibility. You can do this by demonstrating character and managerial competence, and using influence.

There are three components of credibility:

1. character – Demonstrate character by always striving to do the right thing. Others will understand this as dedication and sincerity. And they'll come to depend and rely on you to do the right thing, which is priceless in your efforts to manage.
2. competence – One of the best ways to demonstrate managerial competence is to talk less and listen more. A manager's job is to support and guide, not to dictate to people exactly what to do and how to do it. And when you stop to listen, you'll likely learn valuable information and increase your expertise as a manager.
3. Influence – The influence you have over others stems from your character. If you work hard, display honesty and fairness, and demonstrate knowledge, competency, and reliability, you'll positively influence people. Consistency in your actions and behavior will help you build and keep this influence. Good communication skills can also contribute to your effectiveness in influencing others.

Understanding your freedom

Organizational interdependencies mean managers need the cooperation of others to get work done. This translates into less freedom to make decisions and take action.

Unlike when you were an individual contributor and enjoyed relative autonomy to do your job, now you must consult with and gain the support of a network of colleagues. But you can compensate for the lack of freedom by building a network of mutually beneficial relationships, sharing your power, and exchanging valued resources. Building these relationships helps build your credibility so when you need help, you'll be more likely to get it.

Things to consider as a new manager:

• building a network – You'll learn quickly as a manager that your success depends largely on cooperative efforts. You need to work to build a network of mutually beneficial relationships with individuals outside your team and on whom your team depends to do its work.
• sharing power – Sharing your power has advantages – it will increase your credibility and influence. Sometimes this means sharing resources; however, it may also mean sharing advice or knowledge, or simply acknowledging and accepting the contributions of others.
• exchanging valued resources – Providing the resources your direct reports need to do their jobs is your job. An organization's resources are limited, so sometimes you'll need to negotiate for the resources you need. Exchanging valued resources with others in your organization can help you get the resources you need – such as talent, finances, or support.

Learning your new role

As a new manager, you'll learn most of what you need to know through on-the-job experience. Realistically, the nature of the position limits the effectiveness of formal training, and experience really is the best way to learn how to be a manager. In addition, more experienced managers are often a great source of wisdom. They've been where you are and they'll likely have a wealth of knowledge to share. You'll probably find most managers are willing to help you out. And remember, they too are networking to build mutually beneficial relationships.

Learning while on the job is a self-directed approach to achieving successful management skills. As you gain experience, use it to learn about your new role by reflecting on your experience, gathering feedback about your performance, and identifying probable challenges.

Understanding relationships

Focusing on individual relationships will typically affect the entire team and can have a negative impact on the morale and performance of other team members.

Instead, you need to focus on developing relationships in a way that will enhance the performance of the entire team. In other words, you need to develop a strong relationship with the team, as a group. You can do this by using group forums whenever possible to direct team efforts for solving problems, providing motivation, and giving support. Directing team efforts in this way will build your relationship with the team and not just certain individuals. It's imperative that you be equitable when situations and circumstances arise that warrant personal attention or treatment. For instance, don't celebrate a team member's success unless you commit to celebrating all similar successes in the same way.

Letting go of your job as an individual contributor is the first thing you need to do to transition successfully into being a manager. Your role as manager is very different. First and foremost, you're responsible for the work of others – not just your own. Understanding these truths about the role will help you make the transition more easily. Keep these truths in mind as you consider the role of manager: excellent people skills are needed; your power comes from your credibility; you'll have less freedom and time; most of what you need to know you'll learn as you gain experience; and it's more important to develop a strong relationship with the team, rather than focus on individual relationships