Veteran Transitions – Success Factors for Veterans and Their Managers

speaking, coaching, keynote by mel parker - Veteran Leadership Transitions

Transitions into new leadership roles are nothing less than forged in fire crucibles. They can be a tricky time for any new leader but extremely delicate for veteran leaders. Transitions test new leaders on every level from day one, with pressure to diagnose, strategize, delegate, and communicate effectively. The veteran leader must also account for the concept of “corporate culture” along with effectively understanding and navigating the organizational “norms”. The intense pressure to create change and deliver results can be untenable. Think that’s an overstatement? Just take a look at any of the myriad of survey results that show 40 to 60% departure rate for new leaders within their first three years. Most HR professionals would agree that transitions into new leadership roles can be the most challenging times in a leaders’ professional life and that success or failure during the transition period (the first 100 days) is a strong predictor of overall success or failure in the job.

While every veteran leader transition is unique – there are specific processes, procedures and best practices that a new leader can learn, adopt and implement to help avoid land mines and dreaded “rookie mistakes”. In this course veteran leaders will learn a variety of fundamental principles that will accelerate their immersion in to a new role, new company or new business situation, facilitating a more seamless transition from the military. Veteran leaders in transition reflexively and often mistakenly rely on the skills, beliefs and strategies that worked for them in the military with the assumption/presumption that these directly contributed to their previous accomplishments and are the key to future success. This is a potentially disastrous mistake that participants in this class will learn to avoid.

The brutal truth is that new leader transitions are not time bound. There is no pre-determined time when a leader is fully transitioned. In Take the Limits Off leadership, fully transitioned means a new leader has first achieved the point of positive value contribution on the way to breakeven. The breakeven point is where the fully loaded cost to the organization of a new leader transition, has been realized “paid back” by the new leaders’ positive value contribution. That “breakeven” point can be 100 days, 200 days and in worst case scenarios – never –resulting in another new leader transition for the team. There is a building consensus that well prepared new veteran leaders can reach breakeven faster than their non-veteran peers.

This course will focus on a two prong approach to transitions- educating veteran leaders on the best practices, processes and procedures for the First 100 Days of Immersion to minimize the time to breakeven and how to avoid the time and resource setbacks of “rookie mistakes and landmines” that dramatically extend the time it takes for a leader to reach breakeven.

Available Formats

  • Keynote Presentation – 30 to 60 minutes
  • Seminar Presentation – 1 to 3 hours
  • Workshop Training – 1 day

What You Will Learn

  • Approaches, frameworks, and tools for understanding and building out a comprehensive First 100 Days Immersion Plan for new veteran leaders
  • Approaches, frameworks, and tools for managers and peers of new veteran leaders
    • Stereotypes, context and culture, loyalty and leadership
  • How to develop and engage critical new leader hard skills of active listening, asymmetrical learning, real time analysis and response plans
  • How to develop and engage critical new leader soft skills of intellectual curiosity, emotional IQ, relationship building and 360-degree trust

How You Will Benefit

Gain and in depth understanding of how to maximize your First 100 Days in a new role, company or business situation.
How to manage the countdown to Day 1 of a new role?

  • The importance of a systematic and structured learning process to accelerate your learning curve
  • Best practices to analyze and understand the current business situation – internal and external, team members and customers
  • Best practices for networking into new professional circles and learning new cultural mores
  • Best practices to test for alignment of strategy, structure, technology and culture
  • How to generate credibility, trust and momentum with early wins
  • Best practices to achieve success and support with your direct supervisor
  • How to create organizational respect, trust and credibility with peers, functions and other business units.
  • Best practices to evaluate, build, train and retain your high performance team
  • How to avoid the landmines and rooking mistakes associated with culture, style and political norms
  • Strategies and best practices to build a cohesive, inclusive and effective team