Transitioning from a role as a Change Lead to that of a General Manager or Senior Executive (in the Tech or any other space) is a journey filled with both challenges and opportunities. While the skills and experiences gained in my former roles are invaluable, adapting to the executive mindset could be, and is, daunting. In this blog post, and subsequent follow ups, I will explore the struggles (and wins) encountered during this shift and how I plan to successfully embrace the new role as a member of the executive team and the lessons learnt along the way.
The Change Manager's Perspective
As a Change Manager, your primary role is to implement change initiatives, ensuring smooth transitions within the organisation (as much as you can). You can work closely with executives/senior management, but your position is distinct, typically involving reporting to higher-ups. You excel at guiding and supporting teams and projects, understanding the intricacies of change processes (there are many to select from), and the importance of communication and stakeholder engagement with aim of taking people on a journey resulting in some form of adoption.
Embracing the Executive Mindset
Strategic Thinking Something I am mindful of is the transition of shifting my mindset from the roles I have been in (there have been a few) to being an executive. As a Change Lead you're responsible for executing on specific change initiatives. But as an executive, you're responsible for the overall success of your business unit and the broader business. This means taking a more strategic view and thinking about how your decisions will impact the organisation as a whole. (Still letting this sink in! 🤯)
Leadership at the Top As an executive, you're no longer a middle-tier manager but a member of the leadership team. The responsibility for shaping the organisation's future and making crucial decisions sits with you (and the rest of the exec).
Risk-Taking and Accountability With greater authority comes increased accountability. The decisions you make as a General Manager can have profound implications for the organisation's success or failure. Embracing this level of responsibility is daunting at first, but it's essential for growth. Own it and get ok with the fact that you are not always going to get it right and you certainly don't know everything you are going to need to know!
Be the Leader you Always Wanted On the journey of working your way through various Change Management roles you get an idea of what you are looking for (and hoping for) in a leader to support you and the change initiatives. Be that leader you were looking for and when there are challenges to being that person, either embrace it and learn, or share why it is not viable to do (or be) something that the team are seeking. I know there is going to be challenges and you need this to grow so decide if this is really what you want!
Overcoming the Struggles
Continuous Learning I've always made sure I am learning more about myself and how to develop skills both personally and professionally. For this next phase of my professional journey I am committed to this ongoing learning. I've always had a love for technology and will continue to explore this landscape along with emerging trends and the intricacies of transformation initiatives. For me it is then making sure I speak a language that is understood by the executive team to help us all make informed decisions.
Building Relationships (here) Building and maintaining strong relationships with your fellow executives is going to be crucial. Take the time to connect with them on a personal and professional level. Leverage their expertise and collaborate to drive the organisation's strategic goals. You have a role to play and the sooner you find the place where you can operate at your peak the better.
Communicate Effectively Effective communication is at the core of your role as a Change Lead and it will be even more imperative as a General Manager. My goal will b to be clear and concise in my communication at all levels being my team, stakeholders, and colleagues. Transparency and openness are key to gaining trust and credibility and I have many years of experience with both sides of the trust/credibility coin.
Embrace Risk A big one for me is to not shy away from making bold decisions. Embracing calculated and informed risks is part of the job. Establishing my own risk management strategy that aligns with the organisation's goals, and being prepared to take action when necessary is going to take some effort and I am sure there will be some sleepless nights but it means you care and it also removes the illusion that it all comes easily.
Seek Mentorship I have had a number of mentors of the years and it is your ability to tap into the ones that are going to best help you take that next step. I have one currently that has been a great help over the past few months and my aim is to keep this going until there is a need (for me) that they are no longer able to provide. I am sure there will also be someone within the executive team or the board that I will be able to ask for guidance from at various times throughout this next phase of professional life. All of these people have been in the same situation at some point themselves so they will understand and be able to provide valuable insights, share their experiences, and help you navigate the challenges of your new position.
Conclusion
Transitioning from a Change Lead to a General Manager is a significant career leap. While the shift in mindset and responsibilities will present challenges, it also offers me the opportunity for personal and professional growth. By continuously learning, building relationships, communicating effectively, embracing risk, and seeking mentorship, I am sure I can successfully navigate this transition and contribute to the organisation's success as a member of the executive team.
Am I ready? You'll have to wait and see. 😉
Remember, change is a constant in any leadership role, and the experience you bring to the table has prepared you well for the journey ahead. Enjoy the journey!
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