Strong starts and transition success

There are critical turning points in a career that require extra support to ensure success. Despite what some may say about internal moves being easier, it's risky to think that insiders need any less support.

Insiders face the dilemma of knowing the culture and how to get things done, yet are under scrutiny to quickly get results. It is expected that they will exceed 'break-even' contributing more value than the corporate investment in their career. Operating at a higher level challenges their identity, way of thinking and how they achieve results.

Being pulled in many directions during the early weeks and months of a new role is common. Perspective and context are important in achieving quick wins and deciding what matters most. The transition roadmap and coaching plans must clarify where a new leader should be and in what time frame.

It helps to ask: "What are 'wins' in this culture and how are they achieved?" 'How' is as important as 'what'. It may go without saying, but client and stakeholder introductions need to be carefully thought through to whether the meetings are one-on-one or with other key people - either way take account of the signals it sends. Then consider timing. Connecting well may be a win, but over time this win must then become a concrete, focused initiative that generates business value.

Transitions require the executive to rethink their identity and presence, the impressions they make, what others may say about them when they are not in the room, how they find their own voice and what new behaviours and new thinking is needed.

Taking up authority and influence of a new role requires deliberation. A consult-and-decide style establishes authority while listening and learning. Rethinking who to delegate to, what to communication and who to connect with are critical decisions.

Women face compounding risks as their leadership and authority is in the spotlight when taking on an executive role, particularly if women are not represented widely in senior ranks. Group dynamics may be the most significant transition issue for women in new roles. They need to be highly resilient as they forge their place in the group. This is easier with open support from the CEO.

While a major role transition is an important development experience, it is one of personal vulnerability due to unfamiliar situations, interacting with new people - including a new boss - and the testing of their self-efficacy.

Transitions also disrupt the organisation. Every mid-level managerial transition negatively affects more than twelve others. Poor cultural adaptation is the most common transition failure.

Recovering from a bad start is a hard task. Taking a more strategic and integrated approach to supporting internal transitions ensures effectiveness is achieved quickly and the typical communication, cultural, political traps and blind spots of new leaders is avoided. The right transitional roadmap can avoid the stress of a 'sink or swim' approach.

About the author

Dianne Jacobs is founding principal of The Talent Advisors www.thetalentadvisors.com a boutique consulting firm specialising in talent capital, executive coaching and career mentoring. She is a former equity partner at Goldman Sachs JBWere. She may be contacted at dianne@thetalentadvisors.com or join LinkedIn Group: Australian Talent Connection http://www.linkedin.com/e/vgh/1894441/

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