Sometimes, themes emerge in my work.  This week’s is the following interesting observation: Once achieved, the long-dreamed-of promotion or the eagerly awaited job often turn out more troublesome than anticipated.  Is it that some people are never satisfied?  Or, is there something deeper to the dissatisfaction?  And, can anything be done to avoid falling into a hole once what was anticipated becomes a difficult reality?

Everyone knows anticipation of something good is the sweetest time, and nowhere is this more true than in your work.  The moment you learn you are promoted fills you with pride and pleasure at the recognition, the prestige, the increased compensation and even the greater responsibility.  Similarly, during the period between signing the offer letter but before actually starting the new job, your imagination can run wild thinking about all you will accomplish in your new role, all the benefits you will enjoy, the newfound status and power you might have and the respect everyone will surely show you.  You glow with anticipation.  You walk on air.

Then, reality dawns.

The new job is much like the old one only less familiar and, in some ways, worse.  You don’t know how to use their systems.  You don’t know your way to the restroom or the kitchen let alone around the office politics.  Your workspace feels empty and impersonal.  Your colleagues are not particularly welcoming. They seem absorbed by their own work and far too busy to pay much attention to you.  Your direct reports are not as up to speed as they might be, and you start to have serious doubts about their abilities to get things accomplished the way you envision.  Your boss or your board seem to have very different priorities from your own ideas about what is important.  You know transitions are hard, but when weeks go by and nothing seems to get easier, you start to have serious doubts.

The new promotion may be no better.  What seemed like a great opportunity at the time it was announced now feels burdensome.  Colleagues who used to share a joke with you now go silent when you pass them in the corridor because you belong to “senior management” and so can no longer be trusted to be one of the crowd.  Your former direct reports now have a new boss, and you feel wistful and jealous of their new relationships.  You are no longer included in invitations to lunch or after work drinks.  You are expected to be as proficient with the details of your job as you were before the promotion, but now people talk about both your failure to get out of the weeds as well as your need to be “strategic” and to demonstrate “executive presence”.  But, you don’t really know what they mean or how to do that.  All the golden dreams start to tarnish, and work feels like a heavy load.

So, why does this happen so often, and what can you do to prevent it?

First, have your eyes wide open before you accept any new position or promotion.  We are all susceptible to flattery, but suspend the wishful thinking, and take a look at your new opportunity with critical eyes.  Is this really a good next step?  What are the downside risks? What are the upside opportunities?

Second, think ahead, and plan strategically for success. What are the resources you need to ensure your success?  Make sure you negotiate for them upfront.  What are the criteria for success in this position?  Make sure you understand what is expected of you and by whom.  Is the position a good fit for you?  Will you be able to demonstrate your best skills? Will you be able to learn and grow?  Do you have the right team in place, and, if not, do you have the authority and the means to put the right team together?

Third, engage and align with all important stakeholders. Do you know who the important stakeholders are?  Do you agree with them on fundamental issues such as what you are supposed to be doing in your new role?  Do you share a common vision and values?  Do you agree on your top priorities?

The more senior you are, the more critical it is to have these sorts of discussions before you actually take on the role.  I have facilitated “pre-boarding” meetings between newly appointed executive directors and their boards prior to their officially joining an organization. Such meetings considerably accelerated on-boarding time and helped to increase the transition speed and success.  Finding ways to increase alignment and set out a realistic plan before you actually start is a sound way to ensure your new role lives up to your dreams.

Fredia Woolf , founder of Woolf Consulting, blogs to help people improve their workplace effectiveness and optimize their careers.  As an organizational consultant and leadership coach, she works with clients to increase insight, inspiration and impact. She can be reached at fwoolf@woolfconsulting.com.

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Executive Transitions – Be Careful What You Wish For

Last updated on May 8th, 2010 at 04:14 pm