When we posted last week about the deficiencies in training many young people experience when they’re promoted to management for the first time, many more experienced readers chimed in with observations and advice to aid the newly minted manager. Among their observations was a clear-eyed description of the problems that afflict the under-trained management newbie, a collection of issues reader cleverly dubbed “New Management Syndrome.” What are its symptoms?

Providing your reports with too much “helpful” advice. It’s natural to want to share your wisdom, but will be seen as additional, unneeded criticism. Trying to show confidence by refusing to admit weaknesses or mistakes. Overdone or meaningless kudos to your staff. They probably know better than you do when they’ve done well or worked hard. 12-hour days to complete all details of all aspects of the role, when your staff might appreciate having some delegated to them (or a chance to advise you on what corners can be cut.)

Not that we have diagnosed and described the condition, what can be done to treat it? says the first step for new managers is a change in thinking, “the things you did to get the opportunity to be a good manager are not the things you need to do to BE a good manager.” Meanwhile suggests that “if you want something done your way, don’t ask for your employees opinion when it really doesn’t matter. It will only cause resentment.” For plenty of other good advice, check out the discussion in the comments.

Other commenters took a different tack discussing the criteria used to promote managers generally, with many noting that those with the best technical skills don’t necessarily make the best managers.goes a step further in questioning the wisdom of moving your best people up to management, saying “we often promote our best technicians, so we lose a good production staffer and gain a lousy manager - double wound.”

Finally, took issue with the whole idea of promoting bright, young employees at all, questioning if the young have the necessary skills to lead: “Young, bright ambitious people typically have only modest insight into their peers and perhaps even less when dealing with seasoned professionals.” On this point I have to disagree. Empathy and insight into others are not, in my experience, cor

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