1. Leadership Cohort A Personalized Transformation Lesson 2
Scaling at the Next Level Managing Career Transitions
1 min
Note for the instructor Cohort Leader
Please prepare ahead of time by reviewing this deck. You should be familiar with the content and the activities ahead of time to effectively lead the session. The slide deck has been prepared for a 2 hour cohort
This deck is for you to use as a guide – personalize it – make it yours
Review the content and add/edit/change the instructor notes to reflect your insights and most powerful your examples/ memories/ stories
Prepare introductory remarks to your cohort group
What to do:
While participants are arriving have the introduction slide up and take attendance.
What to Say:
Thanks for being on time.
Our topic today is close to everyone's hearts - “Scaling at the Next Level...Managing Career Transitions”.
Segue:
Before we get into Career Transitions, lets take a few minutes to share learnings from our Lesson 2 homework assignment on strategic end-to-end alignment.

2. Homework Review
Last Session’s Assignment: Your Personalized Connection
Outline the key elements / goals of your role and create an “elevator pitch” connecting it to organizational strategy. The ask was to it to your cohort instructor before the this session.
For Today: Share the elevator pitch you created
2. Create one for a project that someone on your team is working on. The ask was that you meet with the team member and facilitate a conversation with them about how they see their work aligning to IT’s strategic priorities.
For Today: Share how his conversation went…how did it feel for both you and team member?
8 min
What to do:
Review last session’s homework assignment as a team. Select a few group members to share either their own value proposition for strategic alignment OR an example of a team project they have aligned to a strategic priority.
Ensure you stop after 8 min so you stay on time.
Discuss what was learned and what they were able to teach their teams as a result.
While they are discussing, finish taking attendance for this session. (You may want to ask a participant to take attendance as you facilitate the discussion.)
What to Say:
Lets start today by sharing what we learned from our last session.
As we go around the room (or virtual room) can I ask a few of you to share your personal value proposition for strategic alignment OR an example of a team project you have aligned to a strategic priority.
As you go through your one example please articulate what you learned and what you were able to teach your teams as a result.
Segue:
Let’s now dive deeper into today’s Lesson around Career Transitions...
Just like any change, a transition in your career needs to be planned for. Its not just you who is affected by this transition, its also your previous team, new team, peers, management, customers and collaborative partners.
As leaders we need to know how to support not only ourselves but our teams for career transition.

3. Business Goals for this session:
The key is that career transitions can be planned for and most change is outside our control. How we choose to deal with transitions is our response to change. We must as leaders prepare for and know how to manage this change. Building “transition capability” is just as important as “position capability”. The goal is to prepare for these workplace transitions today versus waiting until the giant wave of change hit us. Understanding the changes we will see in the workforce will help you plan for your personal development as a leader.
The performance objectives for this session are to:
Consider how transitions affect yourself as a leader and those whom you manage
Understand the Career Transition and the Leadership Pipeline
Understand the Transition Curve and what it means to scale at the next level
Apply the concepts of leadership pipeline to your team calibration
Know where to find more resources on Career Transitions
Business Goals for this session:
The key is that career transitions can be planned for and most change is outside or control. How we choose to deal with transitions is our response to change. We must as leaders prepare for and know how to manage this change. Building “transition capability” is just as important as “position capability”. The goal is to prepare for these workplace transitions today versus waiting until the giant wave of change hit us. Understanding the changes we will see in the workforce will help you plan for your personal development as a leader.
The performance objectives for this session are to:
Consider how transitions affect yourself as a leader and those whom you manage
Understand the Career Transition and the Leadership Pipeline
Understand the Transition Curve and what it means to scale at the next level
Apply the concepts of leadership pipeline to your team calibration
Know where to find more resources on Career Transitions

4. Lesson Plan Attendance Roll Call and Homework Review 10 minutes
Reflection: Transitions
5 Minutes
Career Transition and the Leadership Pipeline
10 Minutes
The Transition Curve: Scaling at the Next Level
30 Minutes
Transitions Activity
40 Minutes
Leadership Transition Resources
20 Minutes
Key Messages, Wrap Up & Homework Assignment
1 min
What to do:
Highlight Agenda – focus on timing.
What to say:
Here is how we’ll spend the next two hours.
As you can see by the agenda and timing – much of the discussion will happen in our team activities so I appreciate everyone being open to share ideas and experiences.
Segue:
Let’s think about what Transitioning / Scaling as a Leader means to you.

5. “Career Transitions” Change is external.
It puts people into a state of transition.
Transition is internal. It needs to be planned for and embraced before change can be successful.
5 min
What to do:
Lead a time for reflection on what it means to your team to experience transitions in their career. This is to get the team thinking about what it means to them personally, to connect to their emotions and experiences.
What to say:
Think about a transition you experienced in your career (rhetorical question…this is not a team discussion; just time for thought/ reflection)
What was it, how did it feel, how did you get through it?
What do you wish you knew? 
Why was it/ is it hard to make the transition from IC to Manager or from Manager to Leader? 
The key is that transitions can be planned for and most change is outside or control.
How we choose to deal with transitions is our response to change.
We must as leaders prepare for and know how to manage this change.
Segue:
Building “transition capability” is just as important as “position capability”.
Lets now look at the Leadership Pipeline and “where you are at” in it.

6. and the “Leadership Pipeline”
Career Transitions
and the “Leadership Pipeline”
As leaders move through the “pipeline” the need to actively manage upwards, horizontally and downwards increases.
Passage One
Passage Three
Passage Five
Passage Two
Passage Four
Passage Six
Leading Self
Leading Leaders
Leading a Practice
Leading the Firm
Leading Others
Leading a Function
Leading a Group
10 min
What to do:
Explain the Leadership Pipeline model and how it is applied at your company. Lead a discussion on how people need to view moving up the leadership pipeline and preparing for career transitions.
This chart is used within all major global cross functional management leadership development programs in many corporations today.
What to say:
Take a minute to read through this “Zig Zag” chart and think about where you are today.
This slide is from a book called Leadership Pipeline; Authors: Drotter, Noel & Charan. It shows critical transitions in the career of a manager. The book is based on how leaders were developed at GE and it’s a model we’ve adopted at our company.
Career progression at most companies are is no longer a functional step by step up. Its now a zig zag approach.
This means rather than be promoted from within one function, leaders are now expected to be spending time within different functions/ roles and if feasible geographies.
The reason why cross functional experience is so critical is two fold: 1. to show as leaders we have “transferable General Management” skills and 2. understand the value of horizontal leadership and cross functional alignment and collaboration.
Let’s look at how this model may be interpreted within most companies .
Leading Self – Individual Contributor
Leading Others – Manager
Leading Leaders - Sr Manager / Director
Leading a Function – Director/ Sr Director
Leading a Practice - VP
Leading a Group – Sr. VP / Large scale initiatives
Leading a Firm – Moving the company forward
A KEY TAKE-AWAY IS THAT IMPORTANT EXPERIENCES COME FROM ALL PHASES AND ENABLE FUTURE LEADERSHIP TRANSITIONS.
Segue:
Transition into a new role is a challenging time and it is a change that requires shifts in your mindset, behaviors, and how you operate.
First we will look at why transition is so difficult
Then we will address the transition curve and the three dimensions of transition
Finally we will look at tips and techniques for a successful transition
Authors: Drotter, Noel, Charan

7. Transitioning as a Leader
Transitions create changes to:
Relationships
Work tasks
Perspective
Knowledge and Understanding
Skills and Abilities
Personal characteristics and attributes
5 min
What to do:
As a team brainstorm the greatest challenges in transitioning from one role to another.
instructors steer group focus on either:
IC to IC – moving from one function/ role to another
IC to Manager – moving from managing self to managing others
Manager to Strategic Leader – moving from managing team to moving your company forward
What to say:
As we change roles within the organization, we are expected to create new relationships, take on new tasks and perspectives and in turn we must leave behind some of our “old” behaviors, relationships, tasks and perspectives.
Examples of some common challenges (do not share...allow for brainstrom first):
Overcoming the fear of lost friendships and lost rapport
Creating peer relationships with former superiors
Managing a former peer
Having authority/leadership in an area that is not a SME (leaders lead across a broader depth of topics)
Managing employees who have more experienced than you
Avoiding the appearance of favoritism
Keeping confidential information confidential
Admitting mistakes in a way that builds trust and credibility with former peers (and all direct reports)
Managing new employees
Establishing relationships with new peers, direct reports and upper management that allows you to build credibility quickly
Segue:
For many the first formal transition is moving from managing self as an individual contributor to managing others.
Others may experience transition from SME within a community to a leadership role across an organization
Or you may find yourself in a Director role where you are managing a function or organization rather than a team . How do you direct the work of teams through others?
We are expected to contribute in different ways as we progress through various career transitions.
DISCUSSION:
What are some of the largest transition challenges you’ve faced, or watched someone else experience, through the Leadership pipeline?

8. Contributing Strategically
A common transition question…
How do I contribute differently?
Contributing
Dependently
New IC
Independently IC
Through others
Mgr/ Snr Mgr
Contributing Strategically
Sr. Mgr/ Director
Primary Activity
Performing subtasks under direct supervision
Performing competently as a Subject Matter Expert (IC)
Setting standards and guiding others
Shaping Direction of the Organization
Primary Role
Learner
Subject Matter Expert (IC)
Coach/ Mentor
Sponsor
Innovator
Catalyst for change
contribution continuum
10 min
What to do:
Ground the team in a discussion around different levels of contribution. Highlight that career transitions are handled differently based on where one is at on the continuum.
What to say:
Think about a previous role you held where your value was assessed by the volume of your own contributions. Your role was to perform and execute against tasks.
Now think of the first role you had where your value was assessed by your ability to orchestrate work through others.
One of the most critical element of managing career transitions is recognizing and actively managing a change in your impact / contribution to the organization .
As a IC: You are a high performer and 100% in control of your future.
As a Manager: You become an “enabler”, connecter, coach and mentor. You are expected to delivery success through others. Its a balancing act.
As a Strategic Leader: You are the sponsor and innovator, change agent and strategic planner.
Segue:
The most significant transitions are from IC to Manager and then from Manager to Strategic Leader.
Source: Ameren: Peer Today, Boss Tomorrow Navigating your Changing Role; 2004

9. Three Dimensions of Transition
Build Knowledge
Move from managing self to others. Results measured through team performance.
Move from managing team to Function. Grow organizational capability. Results measured through business impact.
Shift Mindset Expand Perspectives
Think and act like a business owner. You are not a IC. Scope team motivation, dynamics and strengths.
Cross functional collaboration is key. Encourage innovation. Be a catalyst for change.
Grow Tool Set
Build capability in others. Empower, engage and trust. Ensure cross functional collaboration, consistency and quality.
Balance operational excellence and strategic thinking/ planning. Effectively communicate at all levels. Optimize team performance, strategic alignment, leading change.
IC TO MANAGER
10 min
What to do:
Talk through the three dimensions of transition whilst looking at the two largest transitions – IC to Manager and Manager to Strategic Leader.
What to say:
The first acknowledgement of scaling at the next level is to realize you can’t do it alone.
Lets look at three different dimensions of the transition as we consider the two largest career transition points – IC to Manager and Manager to Strategic Leader.
First lets look at :
To Transition from IC to Manager - you let go on being controller and become a coach. Your only way to succeed is to build capability and confidence in others. Letting go of being an IC can be hard – but you must either choose a career in Leadership .. Or stay an IC .. You can’t be both... New inexperienced Manager may micromanage because they are so used being in control. As a successful leader you must “let go” of the IC responsibility...and enable, empower and trust your team.
To Transition from Manager to Strategic Leader - you are moving from being responsible for a team to a function..The most challenging part is you can’t stop working on operational excellence..and just work on strategy. You have to balance the two. You are also now responsible to grow your organisational capabilities and show results through business impact.
We acknowledge there are transitions taking place at the IC to IC level. While we haven’t called them out specifically on this slide, here are the dimensions of transition for discussion if needed:
Build Knowledge: Move from SME to Learner. Focus on understanding the work and organization
Shift Mindset: Understand how you are perceived. Scope your motivation, strengths and dev areas.
Grow Tool Set: Build your capability. Engage and build credibility. Participate in cross functional collaboration
Now lets add in the knowledge, mindset and toolset you need to make this effective:
We need to continue to build our knowledge and skills to address challenges.
Shift our Mindset to expand our perspectives.
Grow our tool kits to ensure speed and effectiveness of change.
Segue:
Let’s look at some practical tips and techniques for a successful transition both skills and personal attributes.
MANAGER TO STRATEGIC LEADER

10. Tips and Techniques for a Successful Transition How to make change successful ...
Professionally
Personally
Set clear expectations and goals for yourself and your team.
Provide clear, consistent and timely communication.
Develop team capabilities.
Create an environment that requires teamwork. Create opportunities for collective wins.
Be willing and open to learning from a variety of sources.
Make people believers, not bystanders…they need to know/embrace the “WIIFM”*.
Understand uncertainty. This is not just your transition, it’s theirs too.
Learn about your teams capabilities: strengths, opportunities, motivations, dynamics.
Show humility.
Be Fair, Firm and Friendly.
Be sincere.
*(WIIFM = What's in it for me?)
5 min
What to do:
Skim through each of the skills and attributes
What to say:
Here is a list of the most important and transparent skills and personal attributes we need to demonstrate.
Segue:
Lets now put this into action. The most effective way for us to think about and plan for any transition is to think about it personally.

11. Transition Activity Ten ways to support this transition:1. 2. 3. 4. 5. 6. 7. 8. 9.
10.
This activity is designed to help actively manage a transition.
As you select a transition example, consider the following questions....
Consider your knowledge and mindset.
What do your Direct Reports need?
What does your Management need?
What do your Stakeholders need?
What do YOU need? What should be top of mind for you?
30 min
What to do:
Ask everyone in the group to think about if they have just made a transition or are just about to make a transition. Are they willing to share with the cohort group to discuss some of the skills and attributes they should be/ are using to “facilitate” their transition. Pick one transition example to use for this activity as a group.
If there is no one in the team who is going through or about to go through a transition ask the group to consider team members who may be about to make a transition – and how as Leaders they are going to support them to effectively manage the transition.
You have 30 min
What to say:
Can I please ask for someone to share an example of a recent transition that we can use for this exercise? Or is there anyone in the group who has recently made or is just about to make a transition?
Can we discuss the skills and attributes you will need to assist you in your transition..or if its passed, what skills you used?
Consider your knowledge, mindset and toolset.
Examples:
Establish routines
Establish trust and credibility with your team
Build a strong working relationship with your manager
Engage your collaborative partners
What are your key business drivers?
How will you scale?
Delegation/ prioritization
How will you balance strategy and tactical execution?
Team and stakeholder communication plan
Shift from being in full control to coaching others
Organizational and team alignment
Find a mentor
Strategy discussion
Segue:
The best way to actualize this is to listen to some real life examples.

12. A different lens on supporting career transitions…
Leaders are still employees!
Being on a team with a leader undergoing their own transitions…
What do you want from your leader?
How do you communicate your needs?
What can you do to support a transitioning manager?
10 min
What to do:
Hold a brief brainstorm activity on what we can do to support new leaders transitioning. Capture responses on whiteboard.
What to say:
It’s important that when we talk about transitions, we also look at it from the lens of what we want from our leaders. Let’s brainstorm on these questions to help better align on expectations and understand how we can play a critical role in making our leaders successful.
Segue:
Now let’s have a bit of fun and play some trivia!

13. Leading the Workplace of Tomorrow
Remote, mobile, & social tools
Distributed, empowered
Crowd sourcing
More diverse
Workforce
Shift in Collaboration, Knowledge Sharing
Multi-generational/Multi- cultural
Multiple work locations
Local & global
Reputation capital
Work/life flexibility
Personalized
Complex skills
Customer centric
Globalization
Social responsibility
5 min
What to do:
The goal is to prepare for these workplace transitions today versus waiting until the giant wave of change hit us. Understanding the changes we will see in the workforce will help you plan for your personal development as a leader. Here are some ways in which we can prepare ourselves:
Focus your education on global business savvy, cross-cultural skills etc.
Participate in Early Career network activities for greater exposure.
What to say:
As we change positions in the organization, we must also remember that the people around us all have unique perspectives as well. Each employee, peer or leader may react to transitions differently and may also interact with you in a variety of ways depending on the situation, not to mention their own personal style and preferences. While it can be very challenging to navigate through the myriad of styles and changing situations it is always important to be as prepared as possible. When we think of the workplace of tomorrow it is critical to understand the changes we will see in the workplace and develop the skills necessary to lead in the future.
The Workplace 2020, the workplace of tomorrow, is being shaped by us together today. In the next 10 years we will see dramatic changes in our workforce:
More diverse workforce - This is the first time we have all generations working together and globalization is requiring that cultural connections are critical must haves.
A shift in collaboration and knowledge sharing
Transformation of how our workforce “works”
A shifting marketplace
Worker
Transformation
Marketplace Progression
Primary Source: The 2020 Workplace: Jeanne C. Meister & Karie Willyerd

14. “Career Transition” Resources
Visit the Leadership Development Cohort Online Roadmap to guide you through your learning process!
Recommended Reading:
The Lessons of Experience by Morgan McCall
Leadership Pipeline by Drotter, Noel, Charan
What Got You Here Won’t Get You There: How successful people become even more successful by Marshall Goldsmith
The First 90 days: Critical Success Strategies for New Leaders at all Levels by Michael Watkins
Right from the Start by Michael Watkins
What Every New Manager Needs to Know: Making a Successful Transition to Management by Gaynor
Working with Emotional Intelligence by Daniel Goleman
5 min
What to do:
Above are some internal links and recommended readings. Ask the group if they have any to add..
What to say:
Here are some resources to help you plan for career transitions. As a team can you think of any others we could add?
Segue:
Thanks for all your input and active participation today. Lets look at the key takeaways.

15. Capture Key Messages To Takeaway
5 min
What to do:
As you close your session, capture your key learning's the team feels they got out of the session. Capture and send out in a follow up communication after the session.
What to say:
One of the key changes we made to this year to cohorts is to provide more frequent updates and cascade learning’s to individual.
Let’s summarize our key takeaways from today’s Lesson, as an action we will then translate and share with our teams. This is required for all people managers and above.
Segue:
Let’s now talk about your homework assignment for Lesson 3.

16. Career Transitions: Homework Assignment
Your Assignment: As you transition into Management, or prepare for your next transition, what do you need to:
Stop Doing
Start Doing
Continue Doing
Knowledge
What do you need to learn?
Mindset
What thinking must you change?
Toolset
What tools will you leverage?
5 min
What to do:
Assign the homework for the next week. Ask the team to post their homework on the forum before the next session. Wrap up and set topic/date for next session.
What to say:
Thank you for your time and open engagement today. As you prepare for your next transition (or prepare someone else for one), think about what you need to stop/start/continue doing and capture this for your homework assignment. We’ll share a readout at the beginning of next session.
Does anyone have any questions that I can assist with before we warp up? I am also available to talk any time outside of these cohort sessions.
This deck is posted on our social media page. Please visit it often to participate in the discussion forum and get the latest updates on the program.
Thanks and see you in 6 weeks!
Segue: End the session. Tell everyone to keep in touch through the 6 weeks. Ask them to share ideas and post homework and thoughts. Let them know you will be looking for their activity on the forum.
Next Session: Work Life Integration