Lost in Transition

How business leaders can successfully take charge in new roles
Richard Elsner & Bridget Farrands

The first book to examine and tackle the problem of leadership transition in business.

New jobs should come clearly labelled with a health warning: this job could seriously change how you are and how you act in your organisation. Taking charge in a new role – the time we refer to as transitions – is to enter a time filled with personal potential. It can promise you the greatest of discoveries about yourself at the same time as creating opportunities to make a memorable difference to your place of work. Most people, as they start on their first day, look ahead with exactly this kind of hope and aspiration for themselves. Some might still be enjoying the celebrations of getting the job, basking in the spotlight of their success. And the first few days do little to dent the optimism and positive anticipation of arriving in a new role.

But it seems that, to realise any of these hopes for personal and organisational potential, means also being ready for some unexpected surprises and losses. You may be surprised to feel confused and indecisive just at the very time you want to appear clear and decisive; you may feel overwhelmed and anxious just at the very time you want to be known as composed and dynamic. As to delivering your goals: they may be contradictory and ambiguous, when you had thought you knew exactly what you were brought here to achieve. You are surprised to find that the organisation you are joining is hard to fit into the description you had been given of it and your confidence seems to dive most mornings when you walk through the door. Nobody tells you any of this beforehand and it’s likely you won’t be expecting these reactions or experiences. And – just maybe – your transition into a new role won’t match any part of this description. Maybe …

From the Introduction

RICHARD ELSNER is a consultant and a writer. He is the Managing Director of The Turning Point, a consultancy specialising in business leadership transitions, which he co-founded with Bridget Farrands and three other colleagues. He has played a key role in shaping The Turning Point’s approach to helping make leaders’ transitions a time of achievement and of learning. Previously, Richard has worked as a partner at Kinsley Lord, a principal at KPMG and a senior manager in media and advertising.

BRIDGET FARRANDS is an international organisation consultant and coach. She works at the intersection of culture, leadership and learning with individuals and teams. Her interest in individual and organisational turning points prompted her exploration into the unspoken personal experiences of change. She continues to work in this field through her role as Chair of The Turning Point.

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