An elevated role, marked by a significant leap in responsibilities and expectations, requires more than just an updated job title. It demands a strategic shift, necessitating heightened leadership, adaptability, and strategic thinking. Whether leading a team, undertaking a pivotal project, or assuming broader responsibilities, excelling in this new position hinges on a unique skillset and a proactive approach. It goes beyond mere task management, encompassing the ability to navigate complexities, foster innovation, and inspire others to excel.
The cornerstone of success lies in understanding the role’s nuances. As Kinjal Choudhary, CHRO, Cadila, says, a “clear understanding of the role requirements” is paramount. This involves dissecting the expected competencies and the skills necessary for success. Here, managers play a pivotal role in guiding individuals into elevated roles by outlining the specific skills, knowledge, and attributes required for effective performance.
“Leaders must connect with their teams on a personal level, ensuring they understand the broader context and rationale behind the new responsibilities.”
Jacob Jacob, group head-HR, Malabar Group
Jacob Jacob, group head-HR at Malabar Group, highlights the importance of building emotional connections: “Leaders must connect with their teams on a personal level, ensuring they understand the broader context and rationale behind the new responsibilities.”
Fostering trust through open communication cultivates a sense of unity, emphasising that success is a collective endeavour. By aligning emotionally, leaders create a cohesive team united by a shared vision.
Effective communication is another cornerstone of success. Setting clear expectations, coupled with a comprehensive understanding of the team’s support requirements, is essential. This clarity allows for the establishment of clear milestones, the provision of timely guidance, and regular progress reviews. By maintaining transparency and ensuring everyone is on the same page, leaders can lay the groundwork for success.
“Transitioning to an elevated role often necessitates a shift in leadership style,” observes Jacob. He stresses on the “need for assertiveness while maintaining a balance between firmness and servant leadership.” Leaders must adapt to the realisation that the competencies required for higher responsibilities differ. It’s a delicate interplay that demands both assertiveness and humility.
“Clear understanding of the role requirements is paramount. This involves dissecting the expected competencies and the skills necessary for success.”
Kinjal Choudhary, CHRO, Cadila
Furthermore, an elevated role necessitates a higher level of maturity and leadership. As one ascends the corporate ladder, the complexity of their role intensifies, and their decisions have a wider impact. Individuals need to cultivate a leadership mindset focused on strategic thinking, problem-solving, and the ability to navigate uncertainties.
“One of the initial pitfalls in transitioning to an elevated role is the temptation to become complacent,” cautions Rajorshi Ganguli, president and global head-HR, Alkem Laboratories. “Recognise that the promotion is not merely a reward for past achievements, but an acknowledgment of your potential to manage increased responsibilities. Stay motivated, continuously learn, and adapt to the evolving demands of the new role,” he advises.
“Recognise that the promotion is not merely a reward for past achievements, but an acknowledgment of your potential to manage increased responsibilities. Stay motivated, continuously learn, and adapt to the evolving demands of the new role,”
Rajorshi Ganguli, president and global head-HR, Alkem Laboratories
Choudhary emphasises another key aspect: “self-assessment by the individual stepping into the elevated role.” This involves critically evaluating strengths and weaknesses against the identified role requirements.
This introspective analysis helps identify skill gaps and areas for development. If, for instance, the elevated role demands proficiency in data analytics, self-assessment may reveal a lack of this skill. This awareness becomes crucial in formulating a development plan.
Once identified, individuals can create a personalised individual development plan (IDP) to address these gaps. This collaborative effort between the individual and their manager outlines actionable steps, identifies resources, and establishes timelines for skill development. Building on the data analytics example, the development plan could involve enrolling in relevant courses, attending workshops, or participating in projects that provide hands-on experience in data analysis.
“Adaptability is crucial, regardless of whether the elevated role is within the same organisation or a new one,” believes Ganguli. He elaborates, “While existing relationships and familiarity ease the transition within the same organisation, building trust and rapport in a new environment takes time. Invest time in understanding the organisation’s culture, values, and expectations to seamlessly integrate into the new role.”
As individuals rise through the ranks, they become increasingly visible to a wider audience. Their actions, words, and decisions are constantly under scrutiny. Consequently, upholding credibility and trust becomes paramount. Individuals must demonstrate ethical conduct, communicate transparently, and lead by example to inspire confidence in their abilities.
Choudhary emphasises the necessity for “continuous monitoring of progress in the development areas.” He suggests “regular check-ins between the individual and their manager to track progress, make necessary adjustments to the plan, and provide ongoing support.”
“The foundation for thriving in an elevated role lies in the culture set by the leader,” believes Jacob. He elaborates further, “Trust, transparency, and a commitment to support and guide the team are crucial elements. Leaders must be approachable, offering both technical expertise and interpersonal skills to empower their team members.”
Success in an elevated role often necessitates acquiring new skills and unlearning habits that may have been effective in previous roles.
Therefore, following Ganguli’s advice, embrace “a mindset of continuous learning, seeking opportunities for professional development, and staying abreast of industry trends and best practices.” By taking these steps, individuals can equip themselves with the necessary skills and adaptability to not only thrive in their new positions but also become valuable assets to their organisations and inspire their teams to achieve their full potential.