Program area 1 of 3
Leadership transitions
A promotion changes the role completely, although organizations commonly treat the new position as a larger version of the previous one. Someone rewarded for excellent individual work now has to produce results through other people, and the habits that earned the promotion are frequently the ones that get in the way. The pattern is the same whether you are making the move yourself or you are responsible for managers who are.
Where this comes from
The foundation is the Leadership Pipeline, the model developed by Charan, Drotter and Noel, which holds that every step up requires three changes: what counts as your own success, where your hours go, and which capabilities the role now demands. The exercises, the self-checks and the way the days are structured are my own, developed over years of running this with real groups.
The practical part
I found the class valuable because it gave me the opportunity for quality reflection, and I have learned more about myself and my direct reports.
Adebimpe Abioye, Branch Manager, Access Bank Nigeria
Questions people ask
Our managers were promoted years ago. Is it too late?
Rarely. An unfinished transition is frequently carried for years and described as being hands-on. The self-check tends to make it visible within six minutes, at which point it can finally be discussed openly.
How does this differ from a general leadership course?
It addresses one specific change, the one the people in the room are living through at that moment, which is why participants recognize themselves in almost every example.
Can different levels be combined in one group?
Yes. Each participant works on their own step, and hearing what the level above is dealing with tends to help rather than distract.
Not sure where your managers stand?
The free self-check takes six minutes. Every manager receives an individual picture, and the group gains a shared starting point before anything else is discussed.