The Key to Effective Transitions and Promotions
The Problem: 88% of organizations do not offer onboarding programs to employees who are promoted or transferred into new jobs.
Consider This: At times, transitions just happen and are not neatly labeled with a new job title. Since the pandemic, many people have seen the scope and complexity of their job change with little fanfare.
The Insight: The people who are the most productive, innovative and engaged in new roles are those who establish broad, mutually beneficial, uplifting connections from the start.
Based on work with clients and readings of Herminia Ibarra, David Petersen and HBR, here is an approach that uses all available resources–both inside and outside the company–to create those connections.
✔ Be Clear on What Matters
What are your goals, values and interests?
What does senior management expect?
What values and norms are people expected to follow?
How do people perceive you?
What are your weaknesses?
✔ Surge Rapidly into a Broad Network
Discover the boundary-spanning, energizing opinion leaders who have critical expertise and will offer you a range of perspectives
Seek to understand the business environment, how groups operate and people's most pressing–and often hidden–concerns
Don't overlook deputies of leaders, colleagues in functional or support roles, and peers who can be a sounding board and source of information and opportunities
End every conversation by asking for names of others with whom you should meet. Who is well-connected? Frequently tapped for help?
✔ Identify the Common Ground You Share – or Create It
Be clear regarding what you are trying to achieve and the measures and targets that describe what success looks like; this will make it easier for people to figure out how they can help
Speak of the common ground you share, however slim it may seem
Create more common ground by asking how you can help or add value
Working on Your Connections
List out your current connections, noting both the value they provide you and that you provide to them
With the above strategies in mind, plan out the next conversations with your current connections and identify and engage with new connections
If your job has changed significantly over the last two years, create a “Do It Yourself” transition plan and apply the above approach
Sharing Your Expertise
As you become proficient at network building, look into coaching a direct report or colleague as they build their network. You can also partner with HR to add a network-building approach to your organization’s onboarding or promotion process if it is lacking.
Credit: based on information from:
How to Succeed Quickly in a New Role by R. Cross, G. Pryor, D. Sylvester. Harvard Business Review, November 2021
GAPS Grid by David Petersen, used with permission from 7 Paths Forward LLC
Herminia Ibarra, Act Like a Leader, Think Like a Leader
Institute for Corporate Productivity
IBM Institute on Business Value
