5.2. Common Challenges in Executive Transitions (part 2)

I was promoted beyond competence.....

In my previous articles we learnt that?nearly half of executive transitions fail[1].?We also learned that there is?little good guidance out there?when it comes to successfully mastering executive transitions. Furthermore, we know that there are?successful strategies?for existing transitions?[2]that can be learned and embodied. Among them?using a skilled Executive Transition Coach can substantially reduce the risk of failure and accelerate the transition by +50%.

What are the most common challenges of executive transitions?

According to Master Your Next Move[1] by Michael D. Watkins there are 8 types of executive transitions. Note that most moves to new leadership roles involve multiple types of transitions often occurring at the same time. The more types of transitions an executive is experiencing simultaneously, the greater the overall challenge will be. And I would like to add another more to make the list of top transition challenges that I have helped executive coaching clients of mine over the years. Today we will look at challenge #2: The (Big) Promotion Challenge.

2. The (Big) Promotion Challenge: As Dr. Marshall Goldsmith once said: “What got you here, won’t get you there”.

So being promoted 1 level up (sometimes 2+) and understanding what needs to be done in order to be successful at the new level, includes so many things. I remember vividly how over a decade ago -as the youngest employee in the entire region- I was promoted to become the Head of HR for an Operating Company of a multinational.

A role that had been offered to me three months earlier to that point, and one that I had actually turned down, citing that I didn’t feel quite ready for it, given that it meant a 2 level promotion and came much earlier than was suggested to me when I was hired.

I eventually accepted and as a member of the local ExCo, I had to represent our OpCo on the Region’s Board Compensation Committee (RemCo) next to many other responsibilities, one of which included overseeing the corporate security function and managing a fleet of company cars and an outsourced mobility vendor!

Very clearly, I did not possess much of these technical competencies at the expected level, so I had to dig deep in order to get to the desired and expected level of competence. Whilst doing all of this, I had to ensure appropriate delegation, focussing on the right priorities, developing and demonstrating leadership behaviours and a considerable amount of “executive presence.”

Whilst gaining proficiency, I was supported by my functional line manager, my team as well as a coach who helped me enormously through this professional transition period. And the rest is history!

“Executive Transition Coaches combine the best of both worlds.?Effectively integrated executives deliver?results up to 50% faster,?reduce the likelihood of?derailment by 50%,?enable the executive to have a?90% likelihood to meet 3-Year performance goals,?and?learn an enduring skill set?that can be applied throughout their careers.” Navid Nazemian, PCC

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[1] Watkins, Michael D., “Master Your Next Move”, HBR Press, April 2021