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 In her first management position, Carla Cooper, now the CEO of business solutions firm Daymon Worldwide, was in charge of a chain of music stores in Kentucky and had no idea how to manage people. The only thing she did know was her trade, so she tried to do her job — and everyone else's job, too. "If you’re ambitious and you’ve got a lot of energy and you’re pretty good at what you do, you can do your job and you can do their job, too," Cooper tells Adam Bryant at The New York Times. "But it’s not helping them grow, of course. At some point, you have to learn to get things done through others." It wasn't until Cooper started working at Procter & Gamble that she learned from her boss that, as a manager, it's not her job to do other people's work. Instead, managers are supposed to create an environment where their workers can be as successful as they can be. The larger the organization is, the harder it will be to change the environment or culture your employees are working in, says Cooper. When making changes to environment or culture, you need to first have a strategy and a structure you're aiming for before you can start working on the people. "You have to really push hard, and the intensity of the turn has to be constant," she says. "You have to quickly evaluate and assess the business and the people, and then figure out what needs to be changed and what doesn’t need to be changed. It’s either going to be an evolution or a revolution. You have to decide which." Want your business advice featured in Instant MBA? Submit your tips to tipoftheday@businessinsider.com. Be sure to include your name, your job title, and a photo of yourself in your email.
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