While interacting with people\u00a0at various levels of organizations, I’m often surprised by the lack of support for fundamental leadership transitions in organizations. \u00a0Unfortunately, the pain is often not just felt by the individual who is going through the transition but also her\/his team members, colleagues\u00a0and the business overall. \u00a0There have been many\u00a0studies and perspectives\u00a0on this topic but this still seems to be missing\u00a0sufficient attention and systematic approach in\u00a0many organizations.<\/p>\n
Leadership transitions can happen at\u00a0multiple levels, including personal and organizational. \u00a0My focus here is on the organizational transition aspect. \u00a0 \u00a0McKinsey research shows that 40 percent of new executive transitions are declared failures after 18 months. \u00a0According to them,\u00a068 percent of transition failures happen because of the information new executives use, the sequence they follow, and the manner in which they engage – or fail to engage – those around them. \u00a0According to CEB, direct reports of successfully transitioning leaders are 15% more effective at their own jobs than the average, and 21% less prone to attrition. \u00a0M<\/span>ore than 70% of executives are not effective at supporting new-to-role peers and managers.<\/p>\n From personal experiences and observations, these are\u00a0complex environments with changes\u00a0for everyone involved and may lead to multiple issues quickly. \u00a0The social and emotional context have to addressed very early. \u00a0Clarity needs to be built through active dialogue. \u00a0If not, trust and performance could erode quickly.<\/p>\n One could also look at these organizational leadership transitions from multiple\u00a0perspectives. \u00a0We’ll look at two interesting ones from different angles.<\/p>\n Stephen Drotter and Ram Charan developed a six passage model called Leadership Pipeline. \u00a0According to them, these six turns or passages are major events in the life of a leader. \u00a0They are: Prof. Michael Watkins shares seven transitions that good leaders must make while moving from a functional leader to a general manager: Irrespective of whether you see all these transitions relevant to your organizational context, it is important to recognize and build your\u00a0necessary organizational support and development system. \u00a0In my view, there seems to be at least two transitions that you absolutely cannot afford to miss or ignore, in any organizational size or context: Leaders and HR teams have to be very aware of these topics and act proactively to provide adequate support in terms of processes, practices and development programs. \u00a0Ideally, an organizational system (even a simple one) that supports leadership transitions across the board should be in place. \u00a0Successful or unsuccessful leadership transitions will\u00a0have huge impact on your employees and your organization’s success. \u00a0At an individual level, you\u00a0could also reflect on the\u00a0‘passage’ you are in currently,\u00a0the\u00a0actions most needed\u00a0to ensure successful progress and also start building for the future. \u00a0Best wishes…<\/p>\n References\/Suggested Additional Reading: <\/p>\n \u201cIn the end, it is important to remember that we cannot become what we need to be, by remaining what we are.\u201d<\/strong> – Max DePree, Leadership Is An Art<\/span><\/p><\/blockquote>\n","protected":false},"excerpt":{"rendered":" While interacting with people\u00a0at various levels of organizations, I’m often surprised by the lack of support for fundamental leadership transitions in organizations. \u00a0Unfortunately, the pain is often not just felt by the individual who is going through the transition but also her\/his team members, colleagues\u00a0and the business overall. \u00a0There have been many\u00a0studies and perspectives\u00a0on this […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"sfsi_plus_gutenberg_text_before_share":"","sfsi_plus_gutenberg_show_text_before_share":"","sfsi_plus_gutenberg_icon_type":"","sfsi_plus_gutenberg_icon_alignemt":"","sfsi_plus_gutenburg_max_per_row":"","footnotes":""},"categories":[4,2,5],"tags":[],"class_list":["post-206","post","type-post","status-publish","format-standard","hentry","category-hr","category-leadership","category-organization","post-preview"],"_links":{"self":[{"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/posts\/206","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/comments?post=206"}],"version-history":[{"count":1,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/posts\/206\/revisions"}],"predecessor-version":[{"id":654,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/posts\/206\/revisions\/654"}],"wp:attachment":[{"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/media?parent=206"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/categories?post=206"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tojoeapen.com\/blog\/wp-json\/wp\/v2\/tags?post=206"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\n1. Managing Self to Managing Others
\n2. Managing Others to Managing Managers
\n3. Managing Managers\u00a0to Managing A Function
\n4. Functional Manager to Business Manager (responsible for bottom line)
\n5. Business Manager to Group Manager (multiple businesses)
\n6. Group Manager to Enterprise Manager\u00a0<\/span><\/p>\n
\n1. Specialist to Generalist
\n2. Analyst to Integrator
\n3. Tactician to Strategist
\n4. Bricklayer to Architect
\n5. Problem-solver to Agenda-setter.<\/span>
\n6. Warrior to Diplomat.<\/span>
\n7. Supporting cast to Lead role.
\nAccording to him,\u00a0leaders fail in such transitions \u00a0because they don’t go back into a learning mode.<\/strong><\/span><\/p>\n
\n1. Transition from Individual contributor to Managing others, and
\n2. Transition from an Individual manager to Managing multiple managers<\/p>\n
\n1.\u00a0BUILDING LEADERS AT EVERY LEVEL: A LEADERSHIP PIPELINE<\/a>, Stephen J. Drotter, Ram Charan, May\/June 2001
\n2. SEVEN TRANSITIONS GOOD LEADERS MUST MAKE<\/a>, Professor Michael D. Watkins, June 2012
\n3. Changing Jobs?<\/a>, Tojo Eapen, February 2010
\n4. What Got You Here Won’t Get You There (Book), Marshall Goldsmith. \u00a0<\/span>The 20 Bad Habits<\/a>.<\/p>\n