There is a magic in leadership transitions. Something ends. Something starts.
The disruption of it all is an opportunity to see things afresh.
- Your people map changes – you are unknown
- There are new, sometimes unclear, challenges
- At this level, you have to go about things differently
In short, all the cards are thrown into the air.
What new leaders do with that is up to them. Or is it?
Maybe in your organisation you like to take a more proactive approach to successful leadership transitions?
Years of leading my recruitment practice showed me that moving into a new role can be mired in fantasy. The organisation sees a ‘perfect’ candidate, the candidate sees their ‘dream’ job.
A dose of reality of required to prevent a key reason for transition failure. Unclear expectations and remits.
Which is strange…. Research of 600 global leaders shows that the #1 request that they had, when they move into a new role, is that the organisation set clear expectations.
“leaders feel they need a better
understanding of what success looks like”
DDI World, Leaders in Transition:
Leaders Stepping Up, Not Off
And they want that from their new ‘boss’. So, to set things up for success, that new ‘boss’ will:-
#1 Provide clear expectations around business results and remit. More than that, grade it with what Great, Good and OK look like. And, articulate the milestones that will make progress clear – with timescales.
#2 In a chaotic and changing environment, if that really isn’t possible, create other measures of success while you define the business results.
If that fails?
Part of your organisation’s process for creating powerful leadership transitions is expecting new leaders to ‘shape the game’ with their boss. And supporting them in doing so.
It is a myth that those expectations don’t exist. They’ll be lurking someone beneath the surface.
Leaders in transition need to know what they are.