By Sarah Siddique and Declan Noone
Leadership succession is always a challenge. While your performance and ability have enabled you to progress to the next level in your organisation, a new role brings new challenges. You leave behind: your old responsibilities, assuming new ones; your own team, which you have developed and fostered, assuming leadership over a team, many of whom may have been your peers previously; and your sense of security from what you knew and excelled at, taking on a different set of commercial and organisational challenges. While it’s all very exciting, it can also be stressful and push you to embrace new ways of doing business, which may you have had limited exposure to in your previous role.
As a leader, you are expected to assume the new role and deliver. That’s it, plain and simple. However, to do so it is important to recognise that successful delivery fundamentally depends on the performance of your new team. Therefore, understanding the context you find yourself in i.e. legacy issues, performance-related challenges, personalities, operational challenges, etc., is the first step you take, followed by setting the appropriate context, i.e. the conditions, that will enable your team to flourish.
Aggreko case study
Recently, Sarah Siddique, Head of Learning for Power Solutions in Aggreko, found herself supporting a leader who had just assumed a new global leadership role. Aggreko is the world’s leading provider of modular, mobile power and heating and cooling. They have been in business since 1962 and have more than 7,300 employees operating from more than 200 locations in 100 countries, with revenues of approximately £1.6 billion ($2.6 billion or €2 billion) in 2016.