What are the most effective strategies for supporting leaders in adjusting to new roles or responsibilities?

Assessing the situation will not happen only through a structured process. A structured process will tell you what all want you to know.Here is what I will suggest: Smell the place. Talk to people down the line Understand the internal people network Go through the KRAs/KPIs of the team Understand the vocabulary of the conversation Assess the mood -Excited, motivated, jubilant, demotivated, pessimistic Understand who are the leading voices Visit customers and listen to them Learn the contribution, success/failures of the predecessor Learn the context And the last, validate your findings with the structured process. You might be in for a surprise/shock.

The critical thing to remember when assessing the situation is this: ?? If the leader is not looking in the right direction, no amount of “taking action” will help them. Leaders in transition generally think about what they’re thinking about for the sole purpose of reinforcing... ?? What they have thought about in the past. Unfortunately, the strategies that a leader used to their advantage in the past... Often turn out to be disadvantages that prevent them from seeing the future. This is why... ?? You can learn more about a leader from what they DON'T think about than from what they DO.

At Level Five, we offer a 5-level leadership framework for sales coaches. There is a distinction between the Level 4 "Expert Coach" and the Level 5 "Performance Partner". The Level 4 coach spends 80% of their time telling the performer what to and 20% asking questions and listening. At Level 5 that paradigm is flipped 180 degrees. They listen and ask questions 80% of the time and tell only 20%. This garners higher levels of engagement, commitment to act, and retention. A seemingly simple nuance, but many times, coaches rush to tell as a way to pass along their wisdom. Turns out a better approach is to ask questions and listen and let the performer come to their own conclusions.

With my executive coaching clients I find that the imposter syndrome kicks in and they question if they deserve the new position. That is the perfect time to remind them how they got there and their strengths. Once they have perspective, then it’s easier to get on track and move forward. Transitions can be challenging even when you are at the top.

When embarking on a new "anything", one of the most effective strategies that I have experienced and supported leaders to implement, is to first, create your Vision of what success looks and will be like for the various stages. So, in this example of a new role or new responsibilities at work, how will you know that you are making progress? What will you be doing / feeling / seeing / hearing? What are the measures and timeline? What, from your existing role or "old" responsibilities do you need to let go of, or delegate, to make room for the new activities? This is crucial to avoid over-working and burnout, which seems to be increasing. Of course, having the support of an executive coach will enable an even smoother transition. ??

Sometimes the new role does not align with the leader's expectations and the shadow of needing to control everything to meet the requirement gets in the way of success. Start strong, with a clear understanding of the vision and mission this will help the leader to determine the right strategy for the role at hand.

In supporting managers transition into leadership roles, developing their own personal leadership visions incorporating their strengths and values and ensuring alignment with the organisation’s vision and values, is in my experience foundational for exploring targeted performance and development goals and action choices which support the attainment thereof.

The purpose, values, and objectives that drive the leader's actions and decisions also need to be communicated to stakeholders. For more introverted leaders this can be difficult. Purpose and values can be communicated through behaviour and modelling but those around your client need to hear and see what they stand for...and then measure that against the behaviours they experience and see. Helping a new leader be clear about what they want to communicate most and how allows others to align with the vision too.

Aligned to my earlier comment in respect of the Design Thinking framework it would be important to communicate a specific vision that describes clearly the purpose, this narrative should be simple and easy to understand not just for the leader but for the teams and individuals, team that understand purpose and how their work contributes to this perform better. The vision should be a key and regular part of the communication, in other words repeated often.

Unfortunately, the problem with vision is that everyone has one. The only vision that matters is the organization's vision. Any activity that does not move towards that vision, simply wastes organizational time and resources. Every internal leader should stop wasting time developing their own vision. Simply develop your team's approach to achieving what you can towards the organization's vision. Now, if your organization/company doesn't have a vision and you are responsible for developing it, then invest time to build a vision with momentum from the influencers inside your organization and those overseeing your organization. Once crystalized, sell it, communicate it, and live it.

Adjusting to new roles or responsibilities means change! Change is about learning and evolving. Everything starts with an Intention. Embracing change is about applying what you learn and developing the skills, behaviors, and mindsets to adapt as needed ! It's about "Taking Actions that matter!

Na minha experiência é fundamental conscientizar os líderes que estamos em momento da hiperconectividade e que muitas vezes isso leva a intera??es superficiais. Ent?o como apoiá-lo em novos papéis e responsabilidade? No ambito da lideran?a, o desenvolvimento de habilidades de escuta ativa e empatia torna-se essencial. Cultivar a empatia complementa essa abordagem, permitindo que líderes compreendam a importancia do seu novo papel e entendam melhor as perspectivas dos membros da equipe. Essas habilidades fortalecem os la?os entre líderes e colaboradores. Podemos também incentivar a autenticidade e implementar programas de treinamento que visam o desenvolvimento das habilidades emocionais que pode ser uma estratégia eficaz.

Each new role, its context, responsibilities and deliverables are different from the previous one. An introduction to what the role and its context are is vital and must be done early and if needed repeatedly. Additionally, allowing the leader to work with a coach can help the new leader make the adaptation more smoothly.

Adapting to the context is essential for success, and this is less a matter of skills and knowledge than it is of 'character.' Coaching leaders, I will invariably ask them to reflect upon their *typical* approach and compare it to the *most effective* approach they might take. An archetypal assessment provides such a simple and profound explanation of these matters - highlighting both their innate character traits and the traits they'd need to exhibit to be effective in their new context. Once they understand how different archetypal characters approach things in different ways, they will see that there are many other approaches they could take, learn to quickly adapt, and actively 'show up' in a more effective way.

Undertaking feedback loops and performing regular check ins allows the leader to maintain and align context, it offer them the opportunity to encourage a positive or growth mindset at key touch points. Showing that you can adapt to change and incorporate ideas will help you progress and supports the we context rather than the I state often adopted by Leaders during change. Watch out for the shifting sands so stay close to stakeholders and seek their opinion as to status and progress.

Leadership is not management. Make sure you don't turn your journey into a management exercise. Lead, always. Hire managers. You've been to the summit before, encourage your people to get there.

Impact can be accelerated by giving them the right level of control, support and resources. Providing the right balance in each of these will help new leaders in increased influence and empowerment.

Measuring progress - both qualitative and quantitative - is baseline. Leaders and their teams need this for motivation, to optimize resources, and to pivot when necessary. Otherwise progress is a guessing game, and usually an expensive one. Of course, choosing meaningful metrics can easily be done poorly - so doing this accurately matters.

Once the trust is builded, teams are engaged, leaders can expand their organization with new strategies. Get the ally in. Advocate for ambassadors of change. Follow up the change.

Regular but short meetings (10 days) as in the Agile model help to align performance against key result areas and ensure that the team is output/outcome driven. The collective sharing of success at these stages will help the team adopt a culture of achievement which will have a positive impact on morale. Treat failures as setbacks and learning opportunities and go again.

Embedding changes, tweaks, into practices & processes makes them sustainable. Small things go a long way. If a leader wants to anchor the practice of discussing daily data - then are they making the data visible to all, are they gathering everyone around their data & inviting them to contribute. If they want enhance customer experince - are they talking about this topic (what went well) atleast once a day with their teams. An anchor can hold a big ship in it's place, it's pivotal to safety of the personnel on board. In the corporate environment anchoring supports the business & it's people to pivot.

Leadership is not all about carving a path for yourself and your future career. Take ownership of it by being a leader of the people that matter. In 30 years of leadership the one driver I never had was that of my own progression. I never acted just for the selfish benefit of my career. Yes I planned what I’d like to achieve but those plans never worked out in exactly the way I envisioned. Progress came by progressing and prioritising others careers, meeting the needs of the team , the individual and the organisation.

Benchmark where you are at versus where you want to be. Could be an employee survey or other in house tracker. Track your progress against the gap of where you want to be. Keep your antenna up to measure against lag and lead criteria for example- culture shifts. Practice active listening in small focus groups to listen for where people are on the change curve. Adapt your strategy to meet your target audience where they are at. Remember many experience change at different rates don’t focus on those at the front of the change train engage with the people most against the change to make sure you are not blind to any potential blockers. Be approachable and practice “open door” policy.

Topic : Connecting with Others Present Scenario: We are normally kind to people who are kind to us. But when someone is not behaving well, we tend to change our attitude, response and behavior toward that person. We wait for the other person to change before changing ourselves. So we do not find change in others nor in ourselves. Change Application: Transformation within Self : When I see others’ inner qualities I connect to them more easily. I will not be dependent on another person’s behavior for my own growth today. I will see each person’s positive aspects and take them within myself. In this way I will become richer with each interaction.

Would recommend a retrospective exercise (Agile again) at least every 30 days of production, work load to review how the team is working and not least adapting to changes either forced or realised. Putting change on the agenda and surfacing it helps to build engagement, it show that you can accommodate and embrace change in a structured way, ensuring you do not over commit, which also allows you to schedule it accordingly. Bringing structure and process to change sounds counter intuitive but the key is that it works.

New roles and responsibilities can have the steepest of learning curves. There will be times when you struggle. There will be times when you feel like you're failing. If this happens remember it's not what went wrong but what you do next that matters the most. What do you know that you didn't know before? How can you apply what you've learned? Are you willing to grow? Giving yourself permission to fail, regroup and bounce back is key.

Transitions often require changing gears as per the situation. The true mastery lies in being able to apply the learning in the changed scenario. When one of the leaders moved to a new role what was required was to focus on the strategic management. Letting the team handle the transactional part even though this leader was adept at it. This allowed the leader to improve not only his own impact but that of his team as well.

When in transition, we may be loosing steam after a few months of steep learning curve. It's important to be able to have fixed catchup meetings every week, one with your manager and one with a senior peer to be able to reflect, share those learnings, and quite simply spend time socialising at work. Building strong relationships are part of the learning.

A perpetual leadership skill is building a learning plan. This is an important part of dealing with transition, especially as a leader. Some key steps: 1. Build a pool of shared knowledge for all levels of the organization. Especially during a large transition, this is a required foundation. 2. Iterate. Learning leads to action and often the action is revised and strengthened. Iteration is crucial to adjust strategy and operations as new learning occurs. 3. Learning occurs differently for others; adapt your messaging. Leaders should understand their learning style and maximize it. To go further and be more effective, understand that your method and pace of learning is unique. Don't expect others to be at the same point.

It is common to take some time to adjust to a new role. However, it is important to remember that struggling can help you think in a different way and navigate through the mental whirlwind posed by the challenges of the new role. It is also important to be patient with yourself and give yourself time to adjust. It may take around 4-8 weeks to get fully aligned with any new position/assignment.

Je constate les bénéfices d'offrir des temps de respiration collective. Par exemple, sous forme de petis déjeuners inspirants, qui à la fois sortent de l'exigence de performance et suscitent une réflexion. Ce pourrait être une conférence sur une thématique transversale à tous les départements, suivie d'une discussion, d'échanges entre pairs. Cette "récréation" a pour effet secondaire de tisser les liens sociaux entre les personnes. Et l'on sait justement que cette dynamique apporte du sens au travail. Pour conclure, un manager qui apporte du sens chemine sur la route du leadership.

Be ready to not be popular or easily accepted by the team because being the new one and bringing changes is never an easy job. Embark in personal development for growth in personality and thinking because the higher up you go, is less technical and more of a managing human factor. Get a coach to bounce ideas and get feedback so you can be prepared to manage pushback from the employees.

Missing in all of this is connecting to people. You can’t truly lead people until they know you care about them. Figure out how to care about people first would be high on my priority list in any transition.

Know what to switch off or turn down. What made you successful in your previous role won't necessarily have the same impact in this new role. For most leaders the struggle is in letting go of doing and directing and replacing with enabling and coaching. One way of giving some things up is by not doing more hours of work in the week. Your new role will have new activity and focus. This means something has to give. Let the hours dictate the change. If you just add the hours on, you face future burnout and you end up doing the jobs of others. Be gentle on yourself. Transition takes time.

Transition may be due to enhanced responsibility or due to lateral movement. In both the cases, following may be helpful: 1. Learning the key result areas 2. Networking with people who matter to get their support 3. In depth study and analysis of the challenges in the new role 4.Looking at the new responsibility with cold eye 5.Understanding ground realities 6.Ability to raise the right questions to the right people 7.Gaining confidence of the new team