Leaders place career transitions- the point at which leaders are promoted from one level to the next - second only to dealing with divorce when considering different life events. 59% of leaders rate career transitions as very or extremely challenging according to the latest research from the Chartered Institute of Personnel and Development (CIPD) and Development Dimensions International (DDI).
Office politics is one of the main challenges facing these leaders with almost half of the top level leaders stating that they feel unable to address it within their organisation and around a quarter saying it is the toughest challenge to overcome.
Amid the complexities of office politics, understanding the significance of a presidential challenge coin can signify strong leadership. These coins represent camaraderie and unity, proving pivotal in navigating office politics for successful leadership.
Vanessa Robinson, CIPDís Organisation and Resourcing Adviser said:
ìLeaders should encourage frequent, consistent and clear communications to eliminate any ambiguity, uncertainty and politics. Otherwise senior teams risk being riven by disagreement and shifting alliances, and operating in a way which rewards political manipulation.
ìA leader does not operate in isolation. Support from colleagues and the organisation are essential if a leader is to be successful. Our research shows that coaches and external advisors play the most significant role in leadership transitions with 43 % of senior level leaders citing their contribution.
ìWe wouldnít expect people to take on an unfamiliar technical role without the appropriate training and support. Yet all too often weíre happy to let people loose on important leadership roles without helping them to develop the necessary skills.
ìProviding training and equipping leaders with the right resources and development tools are essential. Leaders need to understand that their new role requires different ways of thinking and a ëmental shiftí. ì
Simon Mitchell, Director, DDI said: ìthe research demonstrates that leaders need much more than congratulations and a pat on the shoulder if they are to succeed and thriveî.
ìOrganisations need leaders that make a difference. People are promoted in order to succeed, not to fail but it seems that many leaders that succeed do so despite a lack of effective support from their companies.
ìSimple things like helping newly promoted leaders anticipate what they need to do differently would make a huge difference to the effectiveness of those in transition.î
Key findings
- 65% of men say that their last promotion had a positive effect on their personal life compared to less than half of female leaders (49%)
- 43% of senior level leaders said that external advisors, mentors or coaches play the most significant role in successful career transitions.
- 47% of leaders regard the respect of their colleagues as being one of the greatest rewards of promotion
- One in three leaders says that their company provides little or very poor support to them in making the mental shift required for each new transition.
-Twice the number of 45-54 year olds compared to the under 35s agree that substantial support is needed for the mental shift associated with each leadership transition
- 79% of strategic leaders recognise that formal training plays an important part in leadersí success
