My first month as director and dean of AVT Business School

I have just taken on a new position as director and dean of AVT Business School and the transition from one organization to another has been very interesting. I have been met with a lot of ambition to create the best MBA program, and I have seen the visiting professors from elite business schools conduct their lecturers, and working with the AVT staff to fulfil our promise that we will create a life-changing experience.

I have certainly learnt a lot already and a few times I have fallen into one of the many transition traps i.e. by sticking to what I know, attempting to do too much, coming in with ‘the’ answer or neglecting different stakeholders. It was not what I attempted or planned for, but it is so easy to fall into these traps.

With three Masters ‘under the belt’, I have always enjoyed learning from reading articles and books, as there is no reason to completely re-invent the wheel if you are faced with a new situation. It has been done before. However, we often think our particular situation/industry is very special and I also often find that many people are always in search of the latest trend – my view is that we are often very wrong that we should make a greater effort in learning from the past. Surely every situation is unique in its own right, but we should learn from the past and adapt to our own situation, and not re-invent the wheel.

Two books have reminded me of the transition challenges and I would strongly recommend these books to any interested in the field or anyone who is entering a new role in existing or new organization. The first book is from Michael Watkins, and I have inserted the different elements of the book below. There are also a link to amazon.com, where you can read more about the book and buy it of course. The second book is for Danish readers. Lars Bo Hansen has written an equally great and practical book about the first 100 days. Both books are very practical with a lot of advice, how-tos, evidence, cases and both are very well written.

Transitions are critical times. How new leaders can take charge more effectively. And building career transition competence.

Michael Watkins suggests the following:

1. Prepare yourself

This means making a mental break from your old job and preparing to take charge in the new one. Perhaps the biggest pitfall you face is assuming that what has made you successful to this point will continue to do so. The dangers of sticking with what you know, working extremely hard at doing it, and failing miserably are very real. With a deeper understanding of the types of transition challenges you face, you can now focus on preparing yourself to make the leap. How can you be sure to meet the challenges of your new position?

2. Accelerate your learning

3. Match your strategy to the situation

4. Secure early wins

5. Negotiate success

6. Achieve alignment

7. Build your team

8. Create coalitions

9. Keep your balance

10. Accelerate everyone

Finally, you need to help all those in your organization—direct reports, bosses, and peers—accelerate their own transitions. The fact that you’re in transition means they are too. The quicker you can get your new direct reports up to speed, the more you will help your own performance. Beyond that, the potential benefits to the organization of systematically accelerating everyone’s transitions are vast.

To read more about Michael Watkins’ book: The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter – click here: https://www.amazon.com/First-Days-Updated-Expanded-Strategies-ebook/dp/B00B6U63ZE/ref=sr_1_1?s=books&ie=UTF8&qid=1454090632&sr=1-1&keywords=the+first+90+days

For Danish readers, I would strongly recommend Lars Bo Hansen’s book: De f?rste 100 dage. Click here for more information: https://www.gyldendalbusiness.dk/products/9788702071450.aspx

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