I love new managers. They bring enthusiasm, ideas, and optimism to their work. They aren’t focused on what used to be, but rather, what might be. Smart new managers honor the best of the past while leading their teams into the future. But as I work with newly minted managers in seminars and organizations, I’ve discovered the sharpest are prone to worry about the wrong things.

So, for the new, aspiring great bosses out there, here are some tips to help you fret less and focus on success.

Stop worrying about “big shoes”

It’s common for new managers to measure themselves against their predecessors. If you follow in the footsteps of someone wise or wonderful, you may feel intense pressure. In truth, the pressure is coming from YOU—and you can regulate it.

Don’t try to be a clone of someone else. Instead, identify the positive impact that person had on the people and the product. What was the end result of what they did well? How can you, in your own way, achieve those results and more? (And by the way, we tend to lionize people after they leave. But even the best bosses weren’t perfect. So stop feeling you have to be!)

Stop doing your old job 

When I work with new managers in organizations, I find that many of them are struggling to manage their time. When I probe a bit, I discover they’re still doing things they did well—or loved—in their previous job.

Competence is an intrinsic motivator. It feels good to do things we do well. It helps us show people we have talent, too. The problem is, you’re not helping yourself or your team if you fail to let go of old tasks and focus on helping others grow.

Coach, don’t fix

New managers are often tempted to “fix” the work product rather than coach the person who didn’t do it quite right. They roll up their sleeves and make changes to the product, whether it’s rearranging a store shelf display or re-writing a proposal to a client. That’s because they haven’t learned how to describe what “quality” looks like, or the steps needed to achieve it. So, they say, “It doesn’t work for me” and re-do someone else’s work.

They think this approach is faster and easier. But it’s a short-term solution that perpetuates mediocrity and exhausts the boss. I guarantee that if you don’t learn to coach, your people won’t get better.

Don’t obsess about old friends 

Many new managers worry about handling relationships with fellow employees who were their buddies. Will they lose those friendships? Will old pals expect special treatment? Should the new boss still socialize with those old colleagues? Let me give you the heavy—and not-so-heavy—responses.

First, know that as a manager, you are now a steward of your organization’s integrity. That means you have a primary loyalty to the whole company, not just your team or people you’ve always liked. Back when they were your friends and co-workers, you didn’t have to evaluate their performance. If you thought they weren’t giving 100 percent, you could look the other way and let a boss deal with it. If you loaned them money and they didn’t repay it, you could decide to ignore it. Now, you have hold people accountable.

The question is how do you do that with everyone, old pals included? You start by letting people know you value them as people, you promise them your candor and concern as a boss. You tell your team about your values.

When it comes to social events, you understand that your presence sends a message: Management thinks this event matters. That’s why your presence at funerals or weddings or retirements or victory celebrations can be especially meaningful. But here’s the advice I always give to new managers: When you’re invited to a social event, imbibe less, leave early. That way, you’ll remember everything you said and did and won’t regret it—and when you’re gone, the staff can tell all the clever jokes and do impressions of their goofy managers, just like you used to do!

Be a confident, continuous learner 

New managers sometimes think they have to know the answers to everything in order to prove they deserve the job. It’s not a sign of weakness to acknowledge you don’t have an immediate answer to a question or solution to a problem—or to ask “What do you think?” In fact, even if you have a good answer, it can be helpful to ask for input before sharing it. Questions are a great tool for getting fresh ideas, input and buy-in from staff, provided you truly listen and put the knowledge to good use.

Finally, stay curious. Don’t miss opportunities to build new skills and challenge yourself. The best bosses I know are continuous learners—whether they’re brand new like you—or just about ready for retirement.