Personally, I can’t think of a modern-day business person and/or organization that wouldn’t benefit from this great read. Let’s face it, can you think of an organization that won’t be experiencing some kind of staff transition in the future? Are you aware of an individual who won’t be dealing with a transition of some sort in pursuit of his/her career track?
Webster defines transition as: “a passing from one condition, place, etc. to another.” Therefore, we’re not talking only about someone becoming a CEO, although that high level transition is certainly covered in this book. Michael Watkins provides a great hands-on guide to anyone dealing with any one of a multitude of transitions ranging from a job change or promotion to launching a start-up or leading a turnaround.
Watkins points out the obvious by noting that as long as there have been leaders, there have been leadership transitions. The changing of the guard and the challenges it poses for the new leader are as old as human society. Those challenges have not gotten any easier given the complexity of modern organizations and the speed at which business is conducted. Watkins knows of what he speaks as he is a noted leadership transition expert as well as an Associate Professor of Business Administration at Harvard Business School.
The author said he was struck, as we all should be, by how few companies invested in helping their precious leadership assets succeed during transitions—arguably the most critical junctures in their careers. Why do companies leave their people to sink or swim? What would it be worth to companies if managers entering critical new positions could take charge faster? I guess I’m amazed why this individual author would ask these questions BEFORE all of these companies would consider it. After all, it’s the companies that suffer the losses or enjoy continued growth and prosperity from the