BEFORE THE TRANSITION
Defining the role and context before a formal selection process
occurs is critical for success:
■■ Develop a formal job description that identifies success
criteria for the role, including critical skills and competencies.
■■ Generate a complete roster of potential candidates to
thoroughly vet alternatives.
■■ Involve the hiring manager early. Without his/her input
before the selection, and active support afterwards, the
promoted executive’s chances of success are significantly
reduced.
MAKING THE DECISION
Just as with external selection, once the hiring criteria and the
context have been defined, potential candidates can be objective-ly
screened and assessed against these standards. The procedure
should:
■■ Include a formal selection process that provides a clear
picture on each candidate’s fit and hones in on specific
development gaps that will form a foundational piece of a
transition and development plan.
■■ Incorporate multiple interviews so candidates can start to
form an understanding of the role, boss and peer expectations
and anticipated challenges. In addition to ensuring there is fit
on both sides, this will kick-start role clarity.
■■ Anticipate integration challenges. Where is this person most
likely to struggle? Engaging in this analysis early will ensure
that customized support is immediately available. This
advance preparation will accelerate the transition.
POST-TRANSITION SUPPORT
Don’t abandon the executive once the selection decision has been
made:
■■ Make a clean break. Asking leaders to take on a new role
while they are still performing old duties is an all-too-common
scenario. Minimize overlaps.
■■ Confirm that the boss is engaged as a partner in the leader’s
ongoing success. This is the single best predictor of transition
success.
■■ Share assessment feedback – key strengths and identified
gaps. Use this as the foundation for a development plan
targeted at rapidly closing gaps that can derail success.
■■ Design a written transition and development plan, endorsed
by both the new leader and his/her manager (strongly
recommended).
■■ Ensure that the leader receives early feedback to enable timely
course corrections and subtle changes in approach and style
that can accelerate successful integration.
■■ Monitor progress past the first three months. Internal
transfers report struggling most in their new role well past
the six-month mark. ■
Dr. Debra Hughes is a partner with RHR International LLP
(Toronto).
leadership
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