Avoiding onboarding and promotion traps

Purpose – The author believes that it is crucial to follow a comprehensive framework for making transitions, one that distills the experience of many leaders facing a diverse range of situations when taking on a new job or a promotion. Design/methodology/approach – The author, an internationally known consultant, has distilled the experience of many leaders facing a diverse range of onboarding situations into a learning framework. Findings – New leaders must be systematic and focused about deciding what they need to learn and how they will learn it most efficiently. Practical implications – A leader's successful transition into a new position depends on the ability to influence people outside direct line of control. Supportive alliances, both internal and external, are necessary if leaders are to achieve their goals. Originality/value – The author shows the potential benefits to the organization from systematically accelerating everyone's learning during major transitions.