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Summary.
When taking on a new leadership role, it's important to balance immediate challenges with long-term vision. Stephen Covey's concept of starting with the end in mind applies here. Engage in "era planning" by considering how long you expect to be in the position and what you want to achieve. Envision your leadership legacy by focusing on performance outcomes, organizational transformation, innovation, and talent development. Additionally, think about what will be possible beyond your current role and strategize steps to make those options viable. Identify potential futures, assess skill gaps, and create bridges to transition. By actively planning and working towards multiple potential futures, you can create real options for yourself and set the stage for long-term success.
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When embarking on a new leadership position, it is natural to prioritize the immediate challenges that come with a successful transition, such as rapidly learning, building relationships with stakeholders, and achieving early victories. However, it is crucial to complement this "now-forward" mindset with "future-back" thinking, focusing on your desired destination and the necessary steps to get there. As Stephen Covey famously expressed in his best-selling book, The Seven Habits of Highly Effective People, it is important to "start with the end in mind." This means visualizing what you aim to achieve in your new role, looking beyond it, and then working backward to chart your path. By doing so, you can shape your initial actions to establish the groundwork for long-term success.
The first step is engaging in what Dan Ciampa, a renowned executive coach, refers to as "era planning." Your era represents the estimated duration you anticipate being in the new position. While your stay might end up longer or shorter than expected, it is helpful to make a rough estimation of when you will have accomplished enough to consider yourself "done." You should ask yourself two pivotal questions: "What will be true as I conclude this job?" and "What will be possible?"
Envisioning Your Leadership Legacy
The first question, "What will be true?", prompts you to outline the legacy you aspire to create and the narrative of achievements you wish to share. Focus on what you want to be remembered for in your new position and the impressions you desire your team and peers to have of your leadership.
Consider key areas such as:
Performance outcomes : What concrete results, such as increased productivity or profitability, do you aim to achieve?
Organizational transformation : How will you reshape the team and its culture?
Innovation : What steps will you take to foster creativity and explore new growth opportunities?
Talent development : How will you attract and train individuals who will drive the organization forward?
Distill these aspirations into a concise, written personal account. Then, contemplate the actions you need to take, starting now, to actualize this envisioned legacy.
Creating Future Possibilities
The second question, "What will be possible?", encourages you to envision potential futures beyond your current role and devise strategies to transform them into viable options. This process involves identifying multiple prospective paths and pinpointing the skills you need to acquire and the connections you need to establish during this era to make those options feasible. By exploring various scenarios and actively planning your development, you will be better equipped to adapt and seize emerging opportunities.
Follow these steps:
Create a list of potential futures, considering logical next steps within your organization and industry, as well as less conventional yet appealing possibilities that may lead you in different directions.
Assess whether there are skill gaps you need to address to achieve some or all of those potential futures by reflecting on your existing strengths and areas for improvement.
Identify the bridges—the steps and connections—that would enable you to transition from your current role to your desired future options. These may include expanding your professional network, deepening your industry knowledge, or engaging in what Ken Banta and Orlan Boston describe as "strategic side projects," such as teaching or serving on boards of directors.
Develop a plan for acquiring the necessary skills and building the bridges that will transform the potential futures you have identified into realistic options. Set specific goals and hold yourself accountable for achieving them.
As Peter Drucker once said, "The best way to predict the future is to create it." By envisioning multiple potential futures and actively working towards them, you will create tangible options for yourself when you are ready to move on from your current role.
To effectively transition into a new leadership role and position yourself for long-term success, it is crucial to strike a balance between "now-forward" planning and "future-back" visioning. This mindset will empower you to make early decisions that expedite your transition, lay the groundwork for lasting impact in your new role, and contribute to your ongoing career growth.
해석
Summary.
When taking on a new leadership role, it's important to balance immediate challenges with long-term vision. Stephen Covey's concept of starting with the end in mind applies here. Engage in "era planning" by considering how long you expect to be in the position and what you want to achieve. Envision your leadership legacy by focusing on performance outcomes, organizational transformation, innovation, and talent development. Additionally, think about what will be possible beyond your current role and strategize steps to make those options viable. Identify potential futures, assess skill gaps, and create bridges to transition. By actively planning and working towards multiple potential futures, you can create real options for yourself and set the stage for long-term success.
When embarking on a new leadership position, it is natural to prioritize the immediate challenges that come with a successful transition, such as rapidly learning, building relationships with stakeholders, and achieving early victories. However, it is crucial to complement this "now-forward" mindset with "future-back" thinking, focusing on your desired destination and the necessary steps to get there. As Stephen Covey famously expressed in his best-selling book, The Seven Habits of Highly Effective People, it is important to "start with the end in mind." This means visualizing what you aim to achieve in your new role, looking beyond it, and then working backward to chart your path. By doing so, you can shape your initial actions to establish the groundwork for long-term success.
The first step is engaging in what Dan Ciampa, a renowned executive coach, refers to as "era planning." Your era represents the estimated duration you anticipate being in the new position. While your stay might end up longer or shorter than expected, it is helpful to make a rough estimation of when you will have accomplished enough to consider yourself "done." You should ask yourself two pivotal questions: "What will be true as I conclude this job?" and "What will be possible?"
Envisioning Your Leadership Legacy
The first question, "What will be true?", prompts you to outline the legacy you aspire to create and the narrative of achievements you wish to share. Focus on what you want to be remembered for in your new position and the impressions you desire your team and peers to have of your leadership.
Consider key areas such as :
Performance outcomes : What concrete results, such as increased productivity or profitability, do you aim to achieve?
Organizational transformation : How will you reshape the team and its culture?
Innovation : What steps will you take to foster creativity and explore new growth opportunities?
Talent development : How will you attract and train individuals who will drive the organization forward?
Distill these aspirations into a concise, written personal account. Then, contemplate the actions you need to take, starting now, to actualize this envisioned legacy.
Creating Future Possibilities
The second question, "What will be possible?", encourages you to envision potential futures beyond your current role and devise strategies to transform them into viable options. This process involves identifying multiple prospective paths and pinpointing the skills you need to acquire and the connections you need to establish during this era to make those options feasible. By exploring various scenarios and actively planning your development, you will be better equipped to adapt and seize emerging opportunities.
Follow these steps :
Create a list of potential futures, considering logical next steps within your organization and industry, as well as less conventional yet appealing possibilities that may lead you in different directions.
Assess whether there are skill gaps you need to address to achieve some or all of those potential futures by reflecting on your existing strengths and areas for improvement.
Identify the bridges—the steps and connections—that would enable you to transition from your current role to your desired future options. These may include expanding your professional network, deepening your industry knowledge, or engaging in what Ken Banta and Orlan Boston describe as "strategic side projects," such as teaching or serving on boards of directors.
Develop a plan for acquiring the necessary skills and building the bridges that will transform the potential futures you have identified into realistic options. Set specific goals and hold yourself accountable for achieving them.
As Peter Drucker once said, "The best way to predict the future is to create it." By envisioning multiple potential futures and actively working towards them, you will create tangible options for yourself when you are ready to move on from your current role.
To effectively transition into a new leadership role and position yourself for long-term success, it is crucial to strike a balance between "now-forward" planning and "future-back" visioning. This mindset will empower you to make early decisions that expedite your transition, lay the groundwork for lasting impact in your new role, and contribute to your ongoing career growth.
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