In a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption. This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.
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Table of contents
Cover
Praise for leadership transitions
Title page
Imprint
Table of contents
Introduction: the great unspoken struggle
01. The myths of transition
02. The reality of transition
03. The tensions of transition
04. The inner qualities of leaders
05. The tools for transition
Conclusion: Leaning into the slope – Thriving on transitions
Bibliography
Appendix: Personal Style Questionnaire
Index
Full imprint
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