Leadership transitions

Taking on a new management role can be an exciting, yet often stressful, time for highly-regarded staff. It often comes with a change in job scope, increased responsibilities and a whole new team of subordinates.

In his book The First 90 Days, author Michael Watkins discusses how leaders are at their most vulnerable during their first few months in a new position. He says they lack detailed knowledge on the challenges ahead and what they need to overcome them. Importantly, failure to create a momentum during this crucial period can lead to difficulties throughout the rest of the tenure.

HR should be a key enabler in making this transition happen effectively, Gyan Nagpal, Regional Head of Learning and Development, Asia Pacific, Deutsche Bank AG, says. The financial services provider used to run a one-off event-oriented induction activity to orientate employees into their new role. However, this has since been replaced by a 90-day Leadership Transition Programme to make the promotion and associated processes more meaningful, impactful and relevant.

90-day Learning Path

Incoming directors and vice president-level staff at Deutsche Bank are put through a structured learning path from their first day of promotion. This induction process aims to help new leaders understand the desired leadership culture from the onset, and clarify the bank’s enhanced expectations of them.

Nagpal says the first week is usually an exciting period for promoted staff – as they receive their new corporate titles and business cards. However, that feeling soon wears off and the realities of a new set of expectations sink in. “From a learning perspective it is important that we support employees in clarifying what is expected of them at a more senior level,” he says.

The programme kicks off with a congratulatory message from the bank’s regional CEO. Employees receive a welcome pack containing reading material that they can use throughout the transition period.

Anticipating the needs of its new leaders, Deutsche Bank has set up a Transition Portal that offers a variety of online resources. Executives can use it to access articles on leadership as well as find out more information about the celebratory and networking events organised through the company. Online webinars covering key topics on leadership transition are organised othroughout the first 90 days period.

Executives are also invited to attend a welcome and induction event that is customised according to regions. Here, they listen to presentations by industry thought leaders and participate in transition case discussions to find out more about how their predecessors managed their new responsibilities. They also get an overview of the organisation’s business strategy and future directions. Some 160 newly-minted directors from the Asia Pacific region attended a two-day Singapore-based induction workshop in April this year.

Nagpal says the progress of the executives in their new roles is tracked through surveys and divisional follow-up events. They are also encouraged to discuss role expectations and issues concerning their own personal development with managers.

Gaining new competencies

Promotions invariably come with a different set of responsibilities. New vice presidents and directors at Deutsche Bank undergo a “re-tooling process” where they are encouraged to let go of their old competencies and gain new ones. “Very often the skills that have made an employee successful in the past are not necessarily the same ones that will make them successful after a promotion,” Nagpal says.

Employees who complete the induction process are introduced to the bank’s leadership curriculum. First-time managers are invited to classes where they learn about leading people, delegating tasks, as well as the importance of effective communication. Middle managers go one step further. They learn to manage “matrixes” and deal with teams located in other geographies. Courses for senior managers focus on organisational development and touch on topics like strategy, building momentum and leading change.

The success and failure ratio of a newly assigned employee can be positively influenced by strategic learning and development. It is a critical enabler in an organisation’s success and should go beyond just offering training courses, Noel Hadden, Deutsche Bank’s Head of HR for Asia-Pacific agrees. “Leadership transitions are key opportunities for HR to directly contribute to business success. If new leaders are adequately trained and empowered upfront, they make fewer mistakes, build greater staff engagement and set the performance bar even higher.”