4 Traps to Avoid as You Transition into a Leadership Role | Harvard Business Review

The frequent struggles of newly hired and promoted executives within 12-18 months in their roles are well-documented. According to a report by DDI, nearly 50% of externally hired executives and 35% of internally promoted leaders fall short of performance expectations. This new HBR article provides tactics for avoiding four common traps that can hinder success in the first 90 days and beyond. 1) Lingering Trap (staying too involved in your current role and not fully transitioning), 2) Adrenaline Trap (failing to replenish energy during the transition), 3) Judgment Trap (forming premature conclusions without enough information), and 4) Dogma Trap (rigidly applying past practices without adapting to the new organization). One suggestion for avoiding the Lingering Trap is to clearly define responsibilities and timelines: work with your boss to agree on how you’ll hand over responsibilities, contribute to successor recruitment, and mentor the new hire. Be explicit about your last day of availability and who will take over your tasks. As HR practitioners support executives and other employees onboarding into new roles, they can incorporate some of these tips. For transitions into a new Chief HR Officer role, I am resharing this bonus article by Dave Ulrich and Norm Smallwood, which outlines critical questions newly appointed CHROs should ask and answer during their first 90 days.