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Got Results? How to Succeed in Your Next Developmental Assignment post image

If you are a strong leader, with a proven track record of results and looking to advance, chances are you are going to be asked to take on a job you know nothing about. On paper, you will be completely unqualified. Welcome to the world of succession planning developmental assignments.

Much research has shown that the best way to prepare leaders for broader, more strategic responsibility is to move them into diverse roles and assignments. The Lessons of Experience, High Flyers, and The Leadership Pipeline,  all offer insights into why and how this works. Leaders who can produce results across a variety of organizational contexts become valuable utility players with broad perspectives on the business.

So, if you are asked to take on a job you know nothing about, that’s a good sign. Time to embrace that queasy feeling. Oh, and also get used to it great results in this role will likely lead to the next “how did I get here” challenge.

I have done a number of these assignments in my career and been around others doing the same. I have seen these assignments both catapult and derail careers. The bottom line, these jobs are about learning, but they are still big jobs with a strong expectation of results.

Tips for Achieving Results in a Developmental Assignment

  • Begin with confident humility
  • Discover who’s already leading the team and learn everything you can
  • Build great peer relationships
  • Admit what you don’t know
  • Involve everyone early in the game
  • Get to know your team one person at a time
  • Don’t change too much too fast
  • Ask lots of questions and then ask some more
  • Inspire transformation
  • Celebrate, recognize and give the credit to the team that did the work
  • Build results that last beyond your tenure
  • What would you add?
Filed Under:   Career & Learning
 
 
Karin Hurt
Karin Hurt
Karin Hurt is a keynote speaker, leadership consultant, and MBA professor. A former Verizon Wireless executive, she has over two decades of experience in sales, marketing, customer service, and human resources. Named as a top 100 Thought Leader in Trustworthy Business Behavior, Karin helps leaders improve business results by building deeper trust and connection with their teams. She knows the stillness of a yogi, the reflective road of a marathoner and the joy of being a mom raising emerging leaders. Ultimately, it's about Confident Humility.
 

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What People Are Saying

Jonathan   |   24 September 2012   |   Reply

I am stealing the phrase “Confident Humility” Great term and great timing for this article!

letsgrowleaders   |   25 September 2012   |   Reply

Thanks, Jonathan for joining the conversation. You are a great example of confident humility.

Steve Borek   |   01 October 2012   |   Reply

The only thing I could add would be try not to be emotionally attached to the outcome. Take the coach approach by putting the best people you can find in the right spots. Then let them run with it without micromanaging. Let go and let them be.

Karin Hurt   |   01 October 2012   |   Reply

Thanks so much, Steve. Not emotionally attached…hmmm… tough…