In most cases, individual managers must do these things on their own. Specifically, they surge rapidly into a broad network generate pull identify how they add value, where they fall short, and who can fill the gaps create scale and shape their networks for maximum thriving. The people who are the most productive, innovative, and engaged in new roles-the “fast movers”-are those who establish extremely broad, mutually beneficial, uplifting connections from the start. Our research points to one overlooked prerequisite for transition success: the effective use of internal networks. We analyzed employee relationships and communication patterns across more than 100 diverse companies and interviewed 160 executives in 20 of them.
So why didn’t they quickly excel in their new roles? They have the right skills and experience.
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Gartner surveys indicate that a full 49% of people promoted within their own companies are underperforming up to 18 months after those moves, and McKinsey reports that 27% to 46% of executives who transition are regarded as failures or disappointments two years later. Too often, transitioning managers and employees don’t live up to their organizations’ expectations. You know the drill heading in: Apply your experience and talents to the position, make sure you are accepted by the hierarchy (including your own direct reports), and clinch a few big wins in the first couple of months to demonstrate what you can do.īut in today’s hyper-collaborative and dynamic workplaces, successful moves aren’t as easy as they once were, even for the most qualified and hardworking people.
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That involves five practices: surging rapidly into a broad network by asking a lot of questions and discovering boundary-spanning, innovative people across the organization generating pull by understanding, energizing, and adjusting to new connections identifying how to add value, where one falls short, and which people in the broad network can help fill any gaps creating scale by using the network to engage other key opinion leaders, expand the scope and impact of one’s projects, and more efficiently deliver outsize results and shaping the network for maximum thriving by making connections that enhance one’s workplace experience.Ī role transition-whether a promotion, a move to a new organization, or a fresh challenge in your existing job-can be a huge boost to your career and a chance for you to blossom and thrive. After analyzing employee relationships and communication patterns across more than 100 diverse companies, and interviewing 160 executives in 20 of them, the authors discovered an overlooked prerequisite for transition success: the effective use of internal networks. But in today’s hyper-collaborative and dynamic workplaces, successful moves aren’t as easy as they once were, even for the most qualified, hardworking people. A role transition, whether it’s a promotion, a move to a new organization, or a fresh challenge in an existing job, can be a huge boost to one’s career.
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