Avoiding onboarding and promotion traps

Abstract

Purpose

The author believes that it is crucial to follow a comprehensive framework for making transitions, one that distills the experience of many leaders facing a diverse range of situations when taking on a new job or a promotion.

Design/methodology/approach

The author, an internationally known consultant, has distilled the experience of many leaders facing a diverse range of onboarding situations into a learning framework.

Findings

New leaders must be systematic and focused about deciding what they need to learn and how they will learn it most efficiently.

Practical implications

A leader's successful transition into a new position depends on the ability to influence people outside direct line of control. Supportive alliances, both internal and external, are necessary if leaders are to achieve their goals.

Originality/value

The author shows the potential benefits to the organization from systematically accelerating everyone's learning during major transitions.

Citation

Watkins, M. (2013), "Avoiding onboarding and promotion traps", Strategy & Leadership, Vol. 41 No. 6, pp. 43-46. https://doi.org/10.1108/SL-07-2013-0052