
Can you imagine yourself in the moment that you have to transit from one situation to another?! There are so many times in the managers and leaders work life through which they have to accept new roles. through this transition of new roles, it is not only the job which is going to differ in compare to the previous job. But also this transition in leadership role make the leader see new opportunities and threats around the new environment and has to make so many novel changes in some aspects as well.
In these kind of situations, leaders have to transit into new strategies. Watkins (2009) has argued that "Transitions into significant new roles are the most challenging times in the professional lives of managers."
So deciding on the best alternative is one the most important issues for the leaders and managers in moments of transition. As the matter of fact, it can be said that, people learn from their mistakes; meaning to say that in the process of accepting new roles, managers can and had better "refer" to their previous experiences. But the most dangerous point for a leader is "relying" on the previous strategy. Leaders in transition should always keep in mind that new opportunities bring new environment with themselves. So if they want to rely on their previous skills and strategies which they adapt in their previous role, they would fall down very soon. What they have to do is, they must first of all sense the new situation thoroughly and find out all the specifications of the new environment (skills, resources, ...). Second, leaders should investigate the opportunities and threats which lie in the new situation and third, they ought to decide the best strategy based on the new resources and opportunities.
Michael Watkins, developed a model which is called STARS and claimed that leaders in transition can achieve the most by the usage of this model.
STARS is an acronym for Startup, Turnaround, Accelerated Growth, Realignment ,and Sustaining Success. According to his model, when you as a leader enter a new situation you are going to face either of these situation and accordingly you have to pick the most correct strategy.
In Start-Up everything should be assembled from a scratch to get a new business or initiative off the ground.
Turnaround, deals with saving a business or initiative widely acknowledged to be in serious trouble.
Accelerated Growth is managing a rapidly expanding business.
Realignment which is the most easiest situation re-energizes a previously successful organization that now faces problems.
And at the end Sustaining Success which comes in on the heels of a highly regarded leader with a stellar record of accomplishment.
Regarding to each of these environments, there are some Organizational and couple of Personal Changes which have to be made by the leader. Organizational changes are more concerned with the cultural and political matters, or even sometimes result in paying off a great percentage of employees (structural changes can be mentioned), while Personal changes deal with the style and flexibility of the leader. For instance, the leader can figure out as a "hero" in Turnaround, through which leader charges against the enemy, sword in hand. People line up behind the leader (hero) in times of trouble. Or he can act a steward, who is more patient and systematic than heroes in deciding which people, processes and other resources to preserve and which to discard.
Reference:
Watkins M. D. (2009). Picking the Right Transition Strategy. Harvard Business Review. January 2009. Page:47-53.