Moving into a new role is one of the biggest challenges you, as a manager, can face in your career. The challenge is - contrary to what one might think - not only related to the pure business content of the new position but instead rather to the interpersonal relationships. How often have you felt you know how the new sales organisation should look like, what marketing should be doing differently or how the logistic processes could be changed? But you know that the bigger challenge is get the people on board: A triangle of your new boss(es), co-workers and team members who also experience a transition; the latter not seldom an emotionally charged one as they don't know what to expect from their new leader. 

How and how well are you supported during the critical phase of job transition by your organisation? How many people lean towards giving you advices ('I would do ...') and how many of them give these advices without having their own agenda in mind (esp. when within the same business environment)? Who acts as a real sparing partner with you, listening to what you experience? How much and with whom can you open yourself in the professional environment and talk about the limits you might be reaching and the emotions you are going through?

Market research indicates that the majority of leaders do not find themselves to be very effective at overcoming transitional challenges: Navigating through organisational politics and dealing with ambiguity, uncertainty and/or complexity are usually difficult or very difficult areas. But also purely people related topics like establishing a new network, inspiring/ engaging employees and getting acceptance and credibility in the new environment are important topics for managers. Especially for young managers getting work done through others is one of the biggest challenges. Not surprisingly but nevertheless shocking though is that leaders feel that their respective organisations are not undertaking sufficient effort to support managers during job transitions: A striking three quarters of employees and half of executives/ directors say that transitions are characterised by 'learning on the job' and 'supervisory guidance only'. As a result, more than 50% of managers have seen more than half of transitions failing.