Your First 100 Days

Accelerated Transition

Luciana Niven

LDNiven Consulting

Transition Turf

When you hear the word transition –

What comes into your mind?You have 5 minutes:

1. Write down the first 3 things/reactions/emotions that cometo mind (use coloured paper provided on the table)

2. Share them with your partner.

3. Each partner group should be ready to share 2 points with the rest of the group at the end of 5 minutes

Three Questions to Guide Case Study Discussion

1.What are the main reasons Margaret did not immediately succeed in her new role?

2.What could she have done differently?

3.What should she learn from this experience?

Case Debrief: Margaret Holley

Main reasons why Margaret did not succeed in her new position:

She kept doing what she knew best - she felt that made herconfident and in control.Strengths in her past position were liabilities in new position

Margaret failed to realise she needed to change her operational style from:Being A Strong Performer to one where she had to take on a cross-functional team role in addition to a project management role

By not letting go of the past she missed an important opportunityfor her career development

Done Differently?

What could Margaret have done differently?

She should have focused on mentally promoting herself

(not grandstanding or self serving)

Margaret failed to let go of the past and embrace the imperatives of

the new position. She did not prepare herself mentally for her new

position

Her attention to detail was a strength previously – now it hindered her

ability to see the Vision and bigger picture she needed to make a

success of this position

Case Debrief: Margaret Holley

Lesson:

• Individuals are promoted - and/or -offered new positions at a higher level but they often fail to promote themselves by undertaking the needed change in perspective

Impeding Beliefs!

What goes on in our Brain?

We tend to reason like this:

I was promoted/offered this position because of my skills and accomplishments. So that must be what they expect me to do here.

Metacognitive Beliefs!

What should go on in our Brain ?

We need to reason like this:

What are my learning priorities for thisposition?

How do I source them?What is a realistic prioritisation for achieving them?

Who can help me achieve them?

Lesson:

• Prepare a Learning Plan that fits your newrole

• Pace your learning to meet new challenges and goals

Transition Turf

Facts About Transitions

• Strengthen Diagnostic Skills

Transitions Demand:

• Growth (personal and organizational) • Adaptation

and Transitions• Test personal stamina

Fundamental Propositions for Meeting the Challenges of Transition

1.) Root causes of transition failure lie inthe interactions between the situation and the individual

2.) Adopting systematic measures HELP you lessen the likelihood of very limited or negative success

3. Your goal in a transition is to:Build momentum by creating virtuous cyclesBuild credibility

(avoid getting caught in vicious cycles Damage your credibility)

Fundamental Propositions for Meeting the Challenges of Transition Cont.

4.) Transitions important for your own leadership development.They should be nurtured and managed.

5.) Frameworks for engaging in a transition help individuals and organisations be more successful

measurable bottom line impacts

Remember to:

• Shift your mind set into your new job

Managing of financial

Risk

7

----------

Equity and fairness

9

--------------

Employee morale

7

-----------

Cost Consciousness

8

-----------

Budgeting

8

---------------

Design of appraisal and

Approval systems

4

------------

Product positioning

6

------------

Relationships with clients/customers

10

----------------

Organisational customer focus

10

------------

Product or service quality

10

-------------

Relationships with partners/distributers/

Suppliers

10

----------------

Continuous

Improvement

9

------------

Project Management

Systems

7

--------------

Relationships among R&D,

marketing and operations

8

-------------

Cross-functional

Cooperation

8

-------------

Assessing Intrinsic Interests in Business and Workplace Problems

H/out

Technical Political Cultural TOTAL

Human Resources 9 9

Finance 7 + 8 15

Marketing 6 10 16

Operations 8 8 18

Research and

Development

10 + 7 10 27

TOTAL 46 0 37

Preferences for Problems and Functions in the W/placeH/out

Analysing New Position from a Transition Perspective

1. Do transitions have characteristics?

2. What are the different types of transitions?

3. Transitions: How could we label or give

them different names?

4. What are their different characteristics?

5. What type of challenges do transitions

present?

6. What type of opportunities do transitions

present?

7 Traps of Vicious Cycles

1. Riding off in ALL Directions

2. Brittleness

3. Undefended Boundaries

4. Isolation

5. Biased Judgement

6. Work Avoidance

7. Going Over the Top

Thank you