TheCable

BY PRISCA EMELIKE

I had the privilege of giving a talk at a community gathering recently and one of the participants asked about the difficulty of role transitions. I am not sure my answers were as detailed as I would have wanted, so I felt it would be fine to explore that further in this piece. Some organisations preempt the demands of these changes and provide support for easy transitions for new hires or someone taking up a promotional role within their ranks. However, for many people, you are on your own (OYO).

There is something called the “adjustment phase” when people make role transitions. Individuals may experience a period of adjustment as they familiarise themselves with the expectations, responsibilities, and dynamics of their new role. In connection with that, there may be a steep learning curve associated with mastering new skills, processes, or technologies required for the role.

Role transitions can also prompt a shift in identity, as individuals adapt to a new professional or personal identity and redefine their sense of self about their new role. You have to build rapport and establish effective relationships with colleagues, supervisors, or team members in the new role can pose challenges, particularly if existing relationships need to be renegotiated or new connections need to be formed. This can also inform expectations that could be difficult to manage. One may grapple with managing the expectations of others, as well as one’s internal expectations, regarding performance, productivity, and success in the new role.

Don’t get me started on the imposter syndrome – that feeling of inadequacy or self-doubt, that may arise as individuals question their competence or qualifications for the new role, despite evidence of their abilities.

For many others, role transitions can impact work-life balance too, as they try to juggle new responsibilities and commitments associated with the role, potentially leading to stress or burnout if not managed effectively.

How do we address this? I am a fan of a step-by-step guide, but that’s not what I am attempting to do here. Just practice the following more often whenever you are in a difficult space of new work transitions.

Seek learning opportunities: Make a deliberate attempt to learn new skills, processes, or technologies required for the role. Engage in formal training, seek out mentorship, and leverage resources such as online courses and workshops to expedite the learning curve. I believe every role provides an opportunity for growth. Every available technical and soft skills training to help you scale your new role, you have to take it.

Build relationships: Invest time and effort in building relationships with colleagues, supervisors, and team members. Take the initiative to schedule coffee meetings or informal lunches with colleagues to get to know them better and build rapport. Actively listen during conversations, show genuine interest in others’ experiences and perspectives, and find common ground to connect on. Offer assistance or support to your colleagues when appropriate, and be willing to collaborate on projects or initiatives.

Clarify expectations: Have open and honest conversations with supervisors or stakeholders to clarify expectations and goals for the new role. Set realistic expectations for yourself, prioritise tasks, and communicate proactively about progress and challenges. Ask for feedback regularly to ensure alignment with expectations.

Set boundaries: Protect your time and energy outside of work by setting boundaries. Clearly define your working hours, communicate your availability to colleagues and supervisors, and establish limits on work-related activities outside of designated work times. Practice saying no to tasks or commitments that may encroach on your time or overwhelm you.

Seek support: Don’t hesitate to reach out for support from mentors, peers, or professional resources. Seek guidance, feedback, and advice from individuals who have navigated similar transitions successfully. Build a support network of trusted individuals who can provide encouragement, validation, and perspective as you work at and walk through the challenges of your new role.

These aren’t necessarily failproof attempts to excuse the legitimate fears or feelings that come with taking up a new role. We all experience the adrenaline rush of new challenges. In fact, new beginnings can be very scary. But you have to create a system that makes your transition easier for you to manage and bearable as you try to make sense of your work expectations and deliver on your outputs.

Never forget: you are not alone, and more often than not, you will find allies who will make things easier for you, so you aren’t scrambling alone to make sense of your new space. Find them, reach out and speak out.

I wish you the best – as always!

Prisca Emelike can be reached via [email protected]