Levelling up mentally

While getting promoted is one of the significant milestones in a person’s career, it also comes with many expectations, responsibilities, and caveats. Unfortunately, this isn’t clearly understood or accepted by the person in question. At least not all the time.

Part of the problem is the leadership’s expectation that this person would level up mentally and embrace the responsibilities that come with the new role. But that seldom happens because it’s hard to do away with months and years of conditioning in a given position with a promotion. Sure, some people are super-adaptive when it comes to these situations. Good on them! Most, however, struggle to accept the realities of a new role.

Now, if you think the above can only happen if the leadership fails to develop and nurture a high-potential into a future role, think again. Role transitions fail as embracing a new set of responsibilities is quite different from stepping into a new position with the same duties and then some. One needs a whole new range of toolsets and skillsets to decode, deconstruct, and put everything together.

Thankfully, some organisations do a fantastic job by assigning the high-potential employee a coach who can help them transition into the new role. Most organisations, however, don’t have this privilege. And even in cases where an internal coach exists, leaders fail to tap into their resourcefulness to help team members transition into new roles successfully.

By successfully, I mean transitioning both physically and mentally as you can’t expect high-performance from someone who’s way up in their heads or don’t see things from a higher vantage point despite their elevated role. And we thought levelling up was as easy as promoting someone.

Yeah, right.

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