By Jordan Turner | 3-minute read | January 24, 2023
Big Picture
One-quarter of executives are in the process of transitioning into a new role at any given time, and 58% say they are likely to move again within two years. This suggests that if you are a seasoned executive who hasn’t signed up for a fresh opportunity, whether at your current organization or another, recently, you likely will soon.
To set yourself up for success, follow these four pieces of advice as soon as you begin the interview process.
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The most common way to prepare for a potential transition is to perform a cursory search for public information and lean on recruiter insight into the company, industry and/or role.
To ease your transition, make the effort to uncover more specific information before accepting the role:
Seek insight from personal connections.
Meet with the CEO to test ideas and gauge their reaction.
Request to speak with your potential direct reports to uncover operational gaps and determine cultural fit.
Ask to meet with at least one member of the board of directors, and be prepared to discuss vision, risk and investment.
Speak with future colleagues to begin to establish buy-in on potential new initiatives.
“Time to impact” is defined as the time between the arrival of a new executive and the point at which they have comfortably transitioned into their new role. Traditionally, executives have been given 100 days to do this. However many organizations now need and expect new-to-role executives to deliver results more quickly.
To meet expectations and extend your period of goodwill, deliver visible results in one-month increments, setting 30-, 60-, 90-day milestones as part of a continuous plan to test ideas with key stakeholders, adjust plans based on enterprise capability and drive measurable results.
The average time for the transitioning leader to achieve success is roughly seven months.
Source: Gartner
There is a range of enterprise resources at a new executive leader’s disposal. Think: equipment, customers and relationships, brand, facilities, personnel, technology, etc. The most important assets to prioritize in a transition are your human and organizational resources: your team, culture, values, skills and knowledge.
82% of executives rank human and organizational assets as the most important part of a successful transition.
Source: Gartner
Insight into how your predecessor performed helps you determine how easy or difficult your transition will be.
There are four common scenarios you may face, depending on your predecessor:
The previous leader’s performance was solid but not outstanding (35%): The organization needs to quickly move in a different direction because of a change in strategy or the broader economic environment. Focus on defining responsibilities and objectives and gaining an understanding of the stakeholder universe.
You’re moving into a newly created position (25%): Strive to quickly understand the industry, organization and team dynamics. Use networks and teams to socialize and enact change.
The previous executive leader significantly failed (20%): Create a clear vision and dedicate time to both forging new relationships and repairing those affected by your predecessor’s underperformance.
You’re replacing an icon (10%): In this case, new executive leaders often struggle to put their stamp on the organization while respecting the legacy of their predecessor. Be crystal clear on your role and forge relationships to legitimize and advance the new agenda.
“The actions required for a successful transition are driven by the difficulty of the transition and the type of leader you follow. No matter what though, you can jump-start success with planning prior to accepting a position, taking concerted action once you start and using everything at your disposal to shape a strong future.”
3 things to tell your peers
While all transitions are challenging to some degree, an executive is more likely to seek a new role if the transition into their current role was highly challenging.
Ninety to 100 days is today’s standard for executive onboarding, but the average time for the transitioning leader to achieve success is roughly seven months.
Ease your transition through information gathering early, delivering results in one-month increments, taking action through a human lens and understanding your predecessor’s performance.
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Blakeley Hartfelder develops resources HR executives can use to effectively and efficiently attract, engage and manage the talent they need to drive their businesses forward. Specifically, in her role, she creates and manages others to produce research studies and whitepapers, identifies best practices in HR functional management and partners directly with HR leaders from across the globe to help them grow their careers and their businesses. Her current work focuses on helping CHROs understand how to create strategies, operating models and budgets to drive business results effectively and efficiently.
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