Transitional Executive Roles: Crucial Methods and Regulations: Imperative Guidelines for Executives Undergoing Change
Stepping into a fresh position in the executive realm can be both exciting and daunting. As a professional in leadership coaching, I've witnessed numerous individuals face challenges while adapting to a new role's demands. This could include shifts in competencies, time management, values, and success expectations. Navigating these changes successfully requires deliberate redirection of energy and focus. With over 25 years of experience as an executive coach and senior leader, here are some strategies I suggest to clients to ease the transition:
Competencies and Time
One of the main obstacles I encounter is when executives believe the skills that made them successful in their previous role will be sufficient for their new role. However, it's necessary to realize that every new position typically necessitates a significant reassessment and adjustment of mindset and competencies. Try asking yourself: What specific abilities are required in this new role that I must develop or acquire?
Novice executives often find it challenging to intentionally reprioritize the allocation of their valuable time. Overfocusing on operational tasks instead of strategic priorities and personal relationships can lead to an imbalance. It's crucial to consider your time allocation with intentionality in your new role.
For example, an initial manager may allocate their time evenly between completing tasks by themselves and managing their team. However, as leaders advance to managing managers, their priorities shift. The majority of their time typically involves people management and relationship building, rather than hands-on work. This often necessitates a new approach to delegation, deciding what to supervise directly and what to delegate to team members.
Aid from Companies
Companies can aid new executives during transitions through 360-degree feedback and stakeholder interviews early on. This provides executives with a clear understanding of expectations, which can be used to create an effective transition plan.
Evaluating how the executive spends their time is another essential step. By analyzing what percentage of the new workday is dedicated to strategic priorities, organizational goals, or people management, companies can ascertain if the executive's priorities align with those of the organization. If modifications are required, companies can assist in shifting the time allocation, potentially by identifying ways to delegate certain tasks.
Companies also need to help executives assess whether they have an adequate team to support their objectives and responsibilities. If there are any deficiencies, new leaders may find themselves burdened with tasks that should be handled by others due to the absence of the right personnel or resources.
Finally, companies should collaborate with executives to define what success looks like. This involves setting measurable metrics to be evaluated at specific intervals (usually three or six months) based on expectations from superiors, the board, or the team. Establishing success parameters from day one provides a roadmap for tracking progress, making adjustments, and planning future objectives.
External Assistance
Creating a network of peers, both within and outside the organization, can be highly beneficial for new leaders. The ascension through the executive ranks can sometimes feel isolating, and connecting with individuals at a similar level offers a sounding board and the sensation of belonging.
One of the most valuable pieces of advice for executives transitioning into new roles is to seek out an external sounding board or coach they can trust. As leaders move into senior executive, CEO, or division leadership positions, obtaining a safe, confidential space to share concerns and receive an objective outside perspective is crucial. This ensures that executives don't feel like they're tackling this pivotal phase alone, and allows them to voice their feelings, doubts, and observations without fear of judgment.
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Jill Bornstein, as a seasoned executive coach with 25 years of experience, often encourages her clients to reassess their competencies when transitioning into new roles, acknowledging that every position requires unique skills.
In my work, I've noticed that many novice executives struggle with intentional time management when moving into a new role, which can lead to an imbalance between operational tasks and strategic priorities.
