Learn And Adapt In Experience

Leveraging relationships to build capabilities in times of transition and avoiding de-railing network traps is critical to individual performance during change.

Individual Contributor

A technical expert moves from an independent contributor role to coordinating a multi-year client project outside her expertise. With help of a new network, she learns how to manage the client, coordinate a sprawling team and influence without authority.
An innovator with a successful track record joins a bigger company in a role that was created just for her. Operating as an internal consultant, she adapts and moves from isolated expert to becoming an orchestrator of innovation through the network.
A technical professional learns to connect diverse groups and interests, gaining valuable leadership experience. She also leverages her collaborative skills to create a professional group within her firm. These efforts build her reputation in the network, leading to a new job that builds on her skills.
An HR professional learns to adapt and build her network in transitions, including during a six-month international assignment. She gained experience and visibility among corporate leaders for her outcomes and effective approach, leading to a significant promotion.
A respected expert with global experience traces her success back to a pivotal early-career role. She learned to be open to others and leverage an extended, diverse network when opening a new facility in Asia. Her relationships and network practices shaped the progression of her career.
A skilled professional and project leader is tapped to manage a cross-functional project outside her area of expertise. She builds trust within her network, which helps her adapt to the role and deliver valued outcomes.
A researcher builds her network out of genuine curiosity and this pays off when she needs to change roles. She relies on her network to learn what is needed in her new job, then shapes her work and her relationships in ways that keep her engaged and successful.

First Line Manager

A technical expert, engineering consultant and project lead gains greater responsibility and scope during a merger. Now, he draws on a bigger network and new tactics to develop his skills, strengthen his team and prevent collaborative overload.
A results-driven manager realizes his behaviors are causing problems at work. He changes what he can control, addresses skill gaps and builds ties to those who can help him learn and succeed in an expanded role.
An experienced manager helps a struggling team by getting to know each person and growing their sense of belonging and unique contribution, which over time increases value they provide to the larger customer service network.
A financial specialist spends three years contributing to the turnaround of a facility outside her country. She experienced cultural challenges and a tough business climate. After some early missteps, she adapted her approach, built a strong team and was successful.
A young professional sought a new experience and was successful in building the networks needed to grow in her career. She understood the informal network and built trusted connections early on— and has progressed quickly ever since.
A rising star seeks new challenges and an expatriate post. She achieves her goal and transitions successfully as a result of the network and reputation she rapidly and systematically cultivated.
A skilled professional is rapidly promoted and must adjust to increased collaborative demands of managing others. She builds trust by listening, observing and being open about what she doesn’t know.

Manager of Managers

A rising-star leader is pulled into a crisis with a key client shortly after being promoted. To solve the problem and fix the relationship she fosters learning and manages collaborative overload. She discovers the value of letting go and working through others.
A seasoned manager starts up an important internal service. Rather than accepting the initial plan, she takes the team in a direction that brings in new perspectives and fast-tracks implementation and acceptance.
An experienced manager takes on a role that merges various back-office functions to serve a globally dispersed operation. She invests in her team and extended network in ways that drive engagement.
An experienced leader takes on larger scope and ambitious goals. He successfully builds a broad network to support his work while executing on a few high-profile events to establish a reputation for accomplishment.
An established technical expert and informal leader takes on a formal leadership role. She avoids many of the pitfalls of making a role transition by using her network for support, advice and execution.
A skilled litigator moves from law firm to corporate attorney He is now a manager and doing more of the work he enjoys the most. He has been successful by adapting his network and how he derives purpose through interactions with others.
A well-respected brand manager has been successful in multiple roles by building a network. He relies on their insight and expertise as he moves into new roles, including assignments that take him into new countries and businesses.

Senior Leader

An experienced leader takes on a senior-level, corporate role. Rather than pushing through a new agenda to make her mark, she takes a longer-term view. She focuses on building trust, breaking down silos and reframing priorities.
An experienced leader is given a larger role and additional products to manage. He values input and expertise from colleagues as he gets up to speed in a new area, careful to ask questions to fill in gaps or blind spots in his knowledge.
An experienced leader and technical expert becomes a director of a R&D group outside his specialty. He adapts his network and invests in his team to be effective and avoid collaborative overload.
A leader transitions into a global role by building new relationships to gain perspective and support. She prioritizes her time and attention in ways that add the most value and prevent collaborative overload.
A high-performer is promoted to a senior executive role and his scope and perspective expand. He adapts his approach to relationships and his network by mending peer relations and creating purpose and energy in interactions with his team.
A seasoned leader chooses a career path that pulls her well out of her comfort zone. She uses her network ties to shape the role and accomplish work that impacts stores, employees and customers around the world.
A technology leader figures out how to maneuver in an unfamiliar context and culture. She pays attention to the network to learn and then works to create a more open, collaborative environment within her team.

How Successful People Manage Role Transitions Through Networks

Supporting Slides for Thriving in Transition

Videos Discussing How to Thrive in Transition

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