Summary of Leadership Transitions

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Rating

6

Qualities

  • Analytical
  • Concrete Examples

Recommendation

Organizational consultant Richard Elsner and his colleagues investigated the forces that shape new leaders. Separately, consultant Bridget Farrands interviewed more than 50 freshly promoted senior leaders across various industries and identified their common experiences. In this book, they unite their ideas. getAbstract recommends this useful compendium of advice about leadership progression, even if it may prove somewhat academic for the general reader. The authors explain the “tensions of transition” and cite worthy tools for senior managers and executives to use as they move into higher roles.

About the Authors

Organizational consultants and coaches Richard Elsner and Bridget Farrands co-founded The Turning Point, a consulting firm for leaders moving into new roles.

 

Summary

Why New Leaders Struggle

New business leaders often struggle in silence because they feel they can’t talk to anyone about what they’re going through. First-time executives don’t understand why they aren’t as successful as they anticipated being. The lack of support during their transition also surprises them. If you are a newly promoted executive or manager, be aware that your new boss will affect your success. If he or she isn’t present on your first day or doesn’t support you, seek backing from friends and colleagues outside your organization. You may experience a range of emotions – such as anxiety, fear and confusion – that could signal an initial lack of confidence. This is normal.

“The Myths of Transition”

Leaders who start new jobs encounter a variety of myths they must defeat, including:

  • “The myth of independence” – This is the fiction that you don’t need any help. In fact, your new staffers may assign a “hero leadership” image to you, expecting you to be their new superhero who can conquer any obstacle with little apparent effort. But you can’t go it alone. Sadly, most leaders don’t turn to their superiors, oftentimes the people who...

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