The difference between change and transition.

And why it matters in executive onboarding.

It’s no secret that recruiting a new senior executive, or promoting internally, is a huge investment. Not to mention a risk for all parties.

You’ve carefully selected someone with a wealth of experience and need them up to speed fast. You hired them to challenge the status quo, while seamlessly fitting in. And you’re praying they keep that ‘secret sauce’ you found so impressive at interview. Right?

Of course. But what’s happening for the new leader you brought in to meet these expectations?

In a ‘Harvard Business Review' study of senior HR professionals, 87 percent reported role transition as “the most challenging time” in a manager’s professional life. What’s more, 70 percent agreed that “success or failure during the transition period, is a strong predictor of overall success or failure in the job.”

So, in addition to technical onboarding priorities, the smart and human-centred organisation also supports the transitional aspect of their new executive’s career move.

What’s the difference between change and transition?

Though it may seem like splitting semantic hairs, understanding the distinction between change and transition is critical.

Author and transition theorist, William Bridges, explains that change is external and situational. It ranges from big life events, such as a new job or moving house, to getting a different hairstyle or car.  

Often, it’s something we’ve sought. But change can also be imposed on us, like the unexpected end of a relationship.

All change is challenging to some degree. We experience a sense of loss, even when we chose it. Those exciting first 90 days in a new job bring their stresses, despite the elation of winning the role.

Conversely, transition is an internal process. It involves the psychological and emotional adjustments required to accept and adapt to our new circumstances.

Bridges identifies three overlapping transition phases. If not well navigated, they can delay these essential adjustments.

 The phases are:

• ‘Endings’ when we let go of what we’ve lost and prepare for the new. There can be feelings of excitement and relief, as well as sadness and fear.
  

• ‘The Neutral Zone’ which is an uncertain and reflective time. It’s often stressful as we’re on a steep learning curve and applying different ways of doing things.
  

• ‘Beginnings’ where a new energy carries us forward. It’s a more positive time. We see our place in the picture and can start to establish what success looks like now.

Why supporting transition for new executives matters

Even when we understand the difference between change and transition, we often underestimate it.

McKinsey and Company reported that 83 percent of global executives feel unprepared for their new role. Furthermore, two years after a leadership transition takes place, 27 to 46 percent of transitions are considered failures.

There’s no doubt that transitioning to a new job can cause emotional and psychological turbulence for executives. Especially if they’re moving continents, as well as roles.

Doubt creeps in when the realities of the position become clear. Their inner critic surfaces, gloves off, eroding confidence.  What’s worked before doesn’t work now. Many start to question their competence and capabilities.

The feeling of ‘being in flow’ is now more like ‘being in a rip’. They’re fatigued trying to reach distant and ever-shifting targets. And that ‘secret sauce’ they displayed at selection? Well, it’s congealing due to the heat.

Transitional derailers like these can result in your executive leaving the role, or not meeting probationary expectations. Both scenarios come at significant cost to your organisation and their career.

So, how do you make executive transition less stressful and minimise risks?

Simply stated, the best way to prepare your new hire for success is to coach them through the transitional elements of the change.

Identify potential derailers early on. Get clear on priorities and address immediate skills and knowledge gaps. Set regular goals and provide the opportunity for early wins. Focus on building trust with stakeholders and meeting the expectations of their immediate manager.

These and other critical coaching activities accelerate success, reduce stress and create a purposeful transition.

Contact us at info@lucentorg.com for information on Lucent Transition Days.