When entering a new executive role your new organization wants you to get acclimated quickly and create value through contributions with clear results. As an unknown you are a risk and your failure would be costly. Too often new leaders have this mindset: “The business can’t wait for me to get up to speed. I have to turn things around now!”
Onboarding failure rates are too high. Forty percent of new executive fail in their first 18 months. To help executives with their transition into a new role we invited Hilary Potts, a leadership strategist who advises some of the world’s most prominent organizations to create solutions that transform business results through leadership and the author of The Executive Transition Playbook, to lead a session of ExecuNet Master Class. According to Potts, the common “I got this” mindset is not at good approach.
Nearly 2/3 of all leaders entering leaders entering an executive role don’t have a clear understanding of what’s expected of them, and half of companies do not have a clear plan for transitioning new executives into the fold.
There is balance between needing to make change happen and moving quickly in the right direction.It’s important to ensure you’ve gotten people aligned, committed and ready for that change,” said Potts. Trying to plug your solutions from your previous role into this new role can be very tempting. “Too many leaders have done this and missed the mark because they didn’t understand the dynamics in the new business” and failed to make the shifts necessary for their new company.
Listen to this excerpt from the recording of the Master Class to hear Hilary Potts talk about navigating the common transition misstep of making changes too quickly.
No Replies to "Beware Making Changes Too Quickly "