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TO MAKE a successful transition, new leaders must engage in the company's corporate strategy and culture. They must learn to re-define their need for power and control.

Team members normally value a certain amount of freedom and autonomy. People want to influence the events around them and not be controlled by an overbearing leader.

World-class leaders delegate. They learn to trust, and give up some control. They learn to live with the risks and knowledge that someone else may do things a little differently.

When leaders do not empower and delegate, they can become ineffective and overwhelmed. In turn, team members feel under-utilised and therefore less motivated.

Leaders must also learn to transition in other critical ways. The challenge for leaders lies in balancing the needs of many stakeholders: owners, employees, customers, and community.

Leaders are guided by standards, principles and core values. They focus on what is right, not who is right.

The right skills

If you are making the transition to a new leadership role, you must identify the right goals, develop and finetune a supporting strategy and figure out what projects to successfully pursue and accelerate productivity.

You must demonstrate a high degree of emotional intelligence. This will help you create an environment of positive morale and higher productivity.

The critical skill sets for leaders in transition include having skills in relationship management, communication, negotiation and conflict resolution.

Relationships are great sources of leverage. By building credibility with influential players, you are better able to gain agreement on goals, and commitment to achieving those goals. As a new leader, relationship management skills are critical as you are not the only one going through a transition.

To varying degrees, many different people, both inside and outside your direct line of command, are affected by the way you handle your new role.

As a leader, you cannot make everyone happy. Concentrate on shared interests and the team goal. The driving force behind a team is a leader who treats team members with respect, while keeping the vision in mind.

Positive outlook

The process of transitioning into a leadership position can be smoother if you monitor and manage your attitudes on leadership and what it entails.

Leadership training, education, tools, and systems are very important. However, without the right outlook, new and even veteran leaders will experience serious difficulties and unrest.

Examine your own attitude to and perspectives on leadership. Develop a plan to work on areas that need improvement. Build your skills, and get a coach or mentor to help you. Be proactive, set goals and track their progress.

Notice your behaviour patterns. Do not take over a task when someone is looking just for your input.

Be patient. Leadership training is a life-long development process. Do not be afraid to share your goals and vision with your team members. Positive change can occur with commitment and persistence.

In the end, the benefits of learning how to transition into a new leadership role go beyond just keeping your job.

When people receive transition coaching and support, they not only master their future transitions more quickly and profoundly, but their immediate performance and commitment to the organisation improves dramatically.

All employees - not just ambitious, high-potential ones - want to succeed and contribute to the business of an organisation. They will repay employers who help them do this with commitment and innovation.

Also see:
» Eye on the future

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