If you’ve been following this blog, you know that my life by have in constant transition in the last few years. My friend Lie Zuo suggested I looked Michael Watkins up for advice on transitions.
Transitions into new leadership roles are nothing less than corner-office crucibles. They test executives’ mettle from day one, with pressure to diagnose, strategize, delegate, and communicate effectively. Think that’s an overstatement? Consider the results of a recent survey Michael Watkins conducted: 87% of the 143 senior HR professionals who responded either agreed or strongly agreed with the statement “Transitions into significant new roles are the most challenging times in the professional lives of managers.” Fully 70% agreed or strongly agreed that “success or failure during the transition period is a strong predictor of overall success or failure in the job.”
In this talk, Michael D. Watkins takes a closer look at the fundamental principles of leadership transitions and the organizational and personal challenges executives face in applying them. He’ll focus on two business environments in particular: turnarounds and realignments. Although there’s some overlap in how you apply transition principles across situations, turnarounds and realignments present distinct leadership challenges and require certain transition strategies.