Succeeding in a new job
Taking on new responsibilities is a stimulating challenge, but full of potential traps! How to maximize your chances of making this critical transition successfully?
Taking on a new position is one of the most educational experiences in a person’s career. There is nothing like it to help a manager learn to handle new responsibilities, expand his or her skills and discover new perspectives.
However, the number of failures is truly spectacular, as various studies have shown that between one-third and one-half of executives find themselves in trouble within eighteen months after they take on a new job. The reason for their failure is not that they are incompetent or the recruiter was mistaken; most of these managers objectively have the potential to handle the job with which they are entrusted. Yet, the transition phase is particularly perilous, due to a natural gap between previously acquired reflexes and the context of the new position, as well as the difficulty of learning fast enough how to respond to the new challenges encountered. Many newcomers consequently commit serious gaffes during their first few weeks on the job, and these mistakes have lasting consequences.
The publications that we have analyzed underline the importance of the first few weeks following the transition to a new job, and emphasize the following principles in particular:
– Start by “unlearning” everything you think you know; in a new context, you should challenge your assumptions.
– Make an even bigger effort to grasp the human side of your job than you do to understand the technical dimension.
– Don’t wait to act – the foundations of your future success are established in the first few months.
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Reaching an executive management position
Becoming a senior executive does not only involve taking on extended responsibilities: the conditions of success are often different from what we expected. How can you best prepare for these new demands?
From manager to leader
High-performing managers are sometimes surprised when they don’t get a promotion or are evaluated below their expectations. Indeed, even in operational positions, managers must demonstrate leadership qualities such as strategic perspective, the ability to influence others and to lead change.
The First 90 Days: Critical Success Strategies For New Leaders At All LevelsMichael Watkins
Many helpful recommendations for leaders about to take on a new role.
Leaders in Transitions: The Tensions at Work As New Leaders Take ChargeRichard Elsner, Gilles Amado
This book undertakes to understand how leaders experience their transition into a new job.
The New Leader's 100-Day Action PlanBradt, Jayme A. Check, Jorge Pedraza
Transforming the first 100 days of a job transition into a springboard for future success.
Leadership PassagesJames L. Noel, David L. Dotlich, Norman Walker
Thirteen ""challenges"" required to become an accomplished leader and suggestions on how to respond effectively to them.