Only 28% of organisations are preparing their leaders effectively for transition
Global Talent Management Consultancy, Development Dimensions International Ltd (DDI) has launched two new developmental frameworks aimed at supporting emerging and mid-level leaders who are making the transition into a first or more senior leadership role.
According to a DDI survey, managing a career transition can be more stressful than bereavement or moving home, yet only 28% of organisations are effectively preparing their leaders for the enormous change required to take on their new roles.(1)
As companies adjust from reduction to a more stable situation, there will be an increased demand for internal leadership development. As a result, companies that are unable to support leaders going through transition, may find themselves with a significant gap in leadership skills and experience.
DDI’s new developmental frameworks aim to provide the structure in which to support leaders, by helping them to make their own mindset shift and by giving them the skills and confidence needed to tackle new and more challenging responsibilities. The frameworks enable leaders to identify the areas that they find challenging, discover what is expected of them in their new role and help new leaders to implement a development plan, which can be applied in their daily activities. Crucially, the frameworks also provide web-based learning support, an on-line coaching system and a feedback mechanism to participants’ immediate line managers who should play an important role in coaching and mentoring, as well as ongoing evaluation of the development plan progress.
Commenting on why the frameworks are of long-term benefit to an organisation, Steve Newhall, VP European Sales and MD of DDI UK said: “Leadership transition can be one of the most stressful experiences in a person’s life, most notably because leaders are expected to be successful in the new role, with all the new responsibilities and challenges, in many cases with little support for the transition. Some will step into their new roles and embrace the challenge, but evidence suggests that at least a third of them will fail due to lack of support or capability in their new role. (2)