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TODAY'S high performers know their talents are in more demand than ever before. They also know that as organisations become leaner, career paths are contracting. They expect to reach the top faster than their predecessors, taking fewer jobs along the way. If their current organisation cannot, or will, not offer frequent and substantial promotions, they will look elsewhere.

But successfully assuming a new leadership role is almost never easy. It is usually challenging and daunting - regardless of the amount of experience a leader may have.

Actions taken in the first few months of a leadership transition directly impact a leader's chances of success. Transitions can be times of both great opportunity and great risk. Transitioning leaders often find the eyes of superiors, colleagues, direct reports, and even shareholders firmly fixed on their first moves. Expectations are high. So what are the secrets of succeeding and thriving in times of role transition, with so much at stake?

Human beings generally thrive on personal achievements. True leaders, on the other hand, thrive on the achievements of their team members. To achieve a successful transition, leaders must focus on developing confidence in others and deriving satisfaction from their achievements.

Challenges

The specific challenges facing new leaders depend on the types of transitions they are experiencing. Leaders who have been hired from the outside (on-boarding) have to adapt to new business models and organisational cultures, and build supportive networks of relationships.

For those who have been promoted (role-to-role transitions), the challenges lie in understanding and developing the competencies required to be successful at the new level. So, it is essential to carefully diagnose the situation and craft transition strategies accordingly.

Major pitfalls

The biggest trap new leaders fall into is to believe they will continue to be successful by doing what has worked in the past. There is an old saying: "To a person who has a hammer, everything looks like a nail." New leaders should focus first on discovering what it will take to be successful in the new role, then discipline themselves to do the things that do not come naturally if the situation demands it.

New leaders are expected to produce results quickly while simultaneously assimilating into the organisation. Not surprisingly, a large number of newly recruited or promoted managers fail within the first year of starting new jobs.

Also see:
» Don't go on a power trip

Article by Dr Sattar Bawany, the head of transition coaching practice with DBM Asia Pacific, a leading global human capital management firm providing transition services to private and public companies, not-for-profits and governments. Website: www.dbm.com