Caveats: I have not worked for any companies of consequence in a long time, the following is based on a brief moment of time when I rose from schmuck to near–C

Caveats: I have not worked for any companies of consequence in a long time, the following is based on a brief moment of time when I rose from schmuck to near–C level at an F100 company. Find out how you are going to be measured, find out what success and failure are viewed as, regardless of whether or not you believe those are the correct metrics. Set in place the routines and disciplines in yourself and your staff to ensure that you are accurately recognized for your successes. In parallel, if you do believe that the metrics you’re being measured by are wrong, figure out how to change them within the organization. I utterly failed to make the transition from individual contributor to corporate manager for a long time after it happened and it impacted my team (I kept trying to code when I should have delegated it to them) and wrecked my reputation across the corporation. tl;dr: Figure out what success is perceived as and manage to that. If you want to change what success is perceived as, change that in the background while exceeding what the current metric is.