Perfect Phrases for Onboarding Promotions or Internal Moves

One of the most neglected transitions is the promotion or internal move. This is particularly interesting because a promotion is usually a reward for outstanding work and great delivery of business results of an individual and his or her team. It is also often a move of a technical expert from an individual contributor or lower-level supervisory role to that of a management or leadership role. These are the roles that need the most support in their transition. They have the greatest chance for failure and often do fail. The crash-and-burn is blamed on the individual’s inability to do the job or “lack of fit,” not usually on the lack of support or resources from the organization or the inordinate number of inaccurate assumptions that were made by both the newly promoted manager and the organization. What’s the solution? A well-planned, well-executed onboarding experience!

  1. Forty percent of new leaders fail within the first 18 months on the job, and half of these are leaders who are promoted from within.
  2. Only about 18% of organizations include promotions and internal transitions in their formal onboarding processes. We think it’s important to include them to ensure success.
  3. Transitioning from the field to the home office is sometimes more difficult than people think. We will make sure that your plan includes the right onboarding objectives to ensure your success.
  4. Many assumptions are made about you when you get promoted. Let’s talk about what some of those assumptions might be and strategies to address them.
  5. People will forget that you are “new” in your role and expect you to know more than you do. Don’t forget to ask questions and listen before making decisions and suggestions for changes.
  6. Let’s talk about your role. How do you define it? How does your manager define it? What are the gaps?
  7. You might want to take advantage of some of our internal (or external) learning and development opportunities. Here is where you can find some additional resources to decide what works best for you.
  8. As a new manager, you will have some unique challenges. Your manager can be a valuable resource, as well as your HR partner or another trusted leader in the organization, to guide you in the leadership style and culture of our company.
  9. Getting good feedback will be another important component of your onboarding experience. We have a structured process that looks like this: ________________________________________.
  10. Other ways that you can get up to speed quickly are by observing others in meetings and daily interactions, asking questions, and soliciting feedback about your behaviors and your work outputs from people you trust.
  11. The relationships that you had in your former role are different from the ones you will have in your new role. There will be new people to get to know, and there will be some people that you will need to create a different type of relationship with.
  12. Some of your former peers are now your direct reports. This will require a shift in thinking and beginning a new type of relationship.
  13. There are new expectations for this role, and it is critical that you understand what they are and how they will be measured.
  14. What are your key two or three deliverables in the first 90 days? How will these deliverables be measured?
  15. You may have experienced the culture “from a distance” or from a different perspective, and people may still assume that you understand it. Do not assume that you do, and do not let others assume that you understand it.