Adapting To Lead

Transitions can be exciting, intimidating, and challenging all at the same time, especially if you are in a leadership role. This is Jeff’s story and the three lessons that he shared with me after his harrowing transition experience.

Jeff was a seasoned strategy head with an insurance giant. He had joined this organisation after 15 years at a bank and had already made a name for himself as a strategy specialist for EMEA markets. He was also known to have his finger on the pulse of the latest trends in technology, consumer behaviour, and innovations.

His team admired him. Jeff allowed his people to do what they did best but was always available to solve issues. He practiced a non-interfering leadership style. He was a star leader, credible and reliable.

?Then came a major organisation restructuring. Jeff became the site leader for a team of 2,000 people. This new role was vastly different from his previous experiences. It had a much broader scope and a considerably different set of challenges. Even though Jeff felt intimidated initially, he relied on his strengths and methodically created an action plan.

?Despite all his preparations, the transition was anything but smooth. Jeff triggered a cascade of reactions when he called an all-hands meet and openly shared his analysis of department performances. His approach, while analytical and objective, completely failed to consider the nuances of his new position and the perceptions of his peers, who had become his direct reports. Further, Jeff continued with his hands-off approach of leading, which was perceived as lack of empathy and engagement.

?The annual employee engagement survey was a wake-up call. The feedback was clear: "We don’t know the real Jeff." It felt like a gut punch, and to make matters worse, senior leadership expressed their dissatisfaction.

?This moment of truth led Jeff to take a reflective pause and seek guidance from a mentor experienced in navigating the complexities of large-scale leadership.

After few intense conversations, Jeff realized that he had not adapted his leadership style to the new context. The skills and approaches that had brought him success in his previous roles were not entirely applicable in this new and different environment.

?With this realization, Jeff took steps to communicate better with his direct reports. He opened up to them and asked them for their help and support. By the time the next annual employee engagement survey was rolled out, he had turned around the situation.

?Three pivotal lessons emerge from Jeff’s story, which is true for any leader facing change:

1. Adaptability is not just a skill; it's a leadership necessity.
2. Open communication is the bridge that connects intent with perception.
3. Humility to seek guidance can turn challenges into stepping stones.

I’d love to hear your story of transition and your learnings from it.

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I’m Ritu Mehrish, I help leaders successfully transition in their new role.

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