Avoiding the Pitfalls of Leadership Transition

Leadership transitions are among the most critical — and risky — moments in an organization’s life cycle. Whether you’re hiring externally, promoting from within, or shifting leaders into new mandates, the data is consistent and concerning:

Up to 40% of newly hired or promoted leaders fail within their first 18 months. Even more alarming: nearly 50% underperform — delivering below expectations while quietly eroding trust, morale, and momentum.

This failure comes at a high cost. Some estimates put the organizational impact of a failed executive transition at over €2 million when you account for lost productivity, team disruption, and strategic delays. But beyond the financial risk is something more subtle — and often more damaging: leaders who remain in role, but never truly gain traction.

In our work with leaders across industries, we’ve seen that leadership transitions are not just moments of change — they’re moments of vulnerability. Without a deliberate, structured approach, even high-potential leaders can stall or stumble.

The good news? Most transition failures are avoidable.

Drawing from industry research, executive experience, and FranklinCovey’s work with transitioning leaders, we’ve identified four common pitfalls that derail success — and how to navigate them with confidence.

The High Stakes of Leadership Transition

Let’s be clear: taking on a new leadership role is hard — even for experienced professionals. Whether it’s a new organization, a new team, or a new mandate, leaders must quickly:

• Understand unspoken expectations

• Establish trust with new stakeholders

• Navigate cultural norms

• Deliver early value

• Avoid disrupting what’s already working

Add layers like a geographic move, leading former peers, or inheriting a struggling team — and the complexity multiplies.

Most transition programs focus on operational handover. But what’s often missing is the relational, cultural, and strategic integration required for success.

Here are the four transition pitfalls leaders must actively avoid.

1. Failing to Clarify Expectations and Stakeholders

Assumption is the enemy of alignment.

Too often, new leaders walk into a role with a vague understanding of what success looks like. They’re eager to deliver results — but without clear expectations, they may focus on the wrong things or move too fast in the wrong direction.

Instead, new leaders must actively seek clarity:

• What outcomes does the organization truly value?

• What are the top priorities for this role in the next 90, 180, and 365 days?

• What does your manager expect — not just in outcomes, but in style, cadence, and communication?

• Who are your critical stakeholders? What do they expect from your team?

The most successful leaders don’t wait for clarity — they create it. That starts with strategic conversations, thoughtful discovery, and the humility to listen before acting.

2. Over-Focusing on Individual Wins Instead of Team Momentum

Leadership transitions succeed when teams succeed.

New leaders often feel pressure to prove themselves quickly. In their eagerness to demonstrate value, they pursue individual wins — landing a quick deal, pushing a visible change, solving a long-standing issue — but neglect the broader need to build trust and unity within the team.

This is especially true when a leader is promoted from within. If they are now managing former peers, or were chosen over other internal candidates, the team dynamics may be fragile.

The solution? Shift the spotlight from “what I will accomplish” to “how we will succeed.”

Early in the transition:

• Acknowledge each team member’s value and contributions

• Set a tone of transparency and inclusion

• Co-create team goals and success criteria

• Identify quick wins that benefit the team — not just the leader

Leaders who focus on enabling their team’s success build stronger credibility and long-term influence.

3. Trying to Do Too Much, Too Soon

Speed without focus leads to failure.

Many new leaders fall into the trap of overcommitting — launching initiatives, restructuring processes, or taking on too many priorities at once. This approach might create the illusion of momentum, but it often leads to exhaustion, confusion, and burnout — for both the leader and their team.

Instead, effective leaders start with strategic analysis:

• What is most critical right now?

• What’s working and should be preserved?

• What needs to change — and in what order?

• What can be paused or deprioritized?

By narrowing focus, leaders increase impact. Clarity drives confidence — and confidence builds credibility.

At the same time, leaders must balance accountability and engagement. Invite input from the team, listen to concerns, and provide clear support. People are more likely to commit to change they helped shape.

4. Clinging to the Past Role Instead of Adapting to the New

You can’t fully lead the future while holding on to the past.

Some leaders make the mistake of staying emotionally or operationally attached to their previous role — continuing to manage old responsibilities, staying involved in old teams, or bringing past assumptions into a very different context.

This sends the wrong message to new stakeholders: that the leader is not fully present, not fully aligned, or not ready to evolve.

True transition requires intentional detachment:

• Let go of legacy tasks

• Trust your former team to succeed without you

• Embrace the new culture, cadence, and expectations

Even more important: recognize that your new role may not resemble what you were told during the interview process. Organizations evolve rapidly. Mandates shift. The leader must adapt — not just once, but continuously.

This means staying close to the business, asking new questions, and revisiting your assumptions regularly. Transition is not a one-time event — it’s an ongoing discipline.

What High-Performing Leaders Do Differently

In our leadership transition programs, we see that the most successful leaders don’t rely on instinct or charisma. They approach transition like a strategy — with structure, humility, and intentionality.

They:

• Build alignment with their manager and key stakeholders

• Invest time in understanding the business and team

• Create space to listen before they lead

• Communicate transparently — especially during uncertainty

• Focus on building trust, not just executing tasks

In doing so, they shorten the time to effectiveness, avoid missteps, and build lasting influence.

Final Thought: Transition is a Leadership Skill — Not a One-Time Event

Leadership transitions are not anomalies. In today’s economy, they are constant.

Whether due to reorganization, growth, or external hiring, leaders will continue to step into new roles. The question is not if they’ll face a transition — but whether they’ll be equipped to succeed in it.

When organizations treat transition as a strategic process — not an informal handover — they protect performance, morale, and momentum.

And when leaders treat transition as a skill — not just a change in title — they build a foundation for long-term success.