Research Summary
Research Summary
Transition Leadership
Description
Michael Watkins is developing frameworks, programs, and e-performance tools for helping leaders to take charge in new senior management roles. New leaders' actions during their first few months on the job have a disproportionate impact on their ultimate success or failure. Transitions are pivotal, in part because everyone in the new organization is expecting change to occur. But because new leaders don't know the organization and haven't developed solid working relationships or personal support systems, transitions are also periods of great vulnerability. The new boss, subordinates, other employees, and key external stakeholders are all forming early impressions that will powerfully shape their expectations and actions, either enlarging or restricting the new leader's scope for action.
To accelerate their transitions, new leaders must:
* Diagnose the challenges and resources associated with the new situation
* Learn about the organization's strategy, technologies, culture, and politics
* Establish a relationship with the boss
* Build and lead their team
* Create external partnerships for advice, counsel, and support
* Align the organization's strategy, structure, systems, and skills
* Manage themselves in times of great stress.
The ability to do these rests on the new leader's capabilities to build key relationships, negotiate expectations and create coalitions, both inside and outside the organziation.