*Why Transition Coaching Is a Talent-Risk Intervention*
**If you’re appointing senior talent this year, consider what support you’re putting in place once the contract is signed.**

In executive search, we’re trained to think about fit: experience, capability, values alignment, and the likelihood of long-term success. Yet the most fragile moment in any hire is not the offer stage. It’s what happens after the offer—when a leader steps into a new system and is expected to “hit the ground running” (Reynolds, 2011).

Even exceptional leaders can struggle in early tenure. Transitions are inherently demanding, particularly at senior levels where visibility is high and the margin for error feels small (Reynolds, 2011). The organisational impact of early failure is also significant: morale, confidence, and continuity take a knock (Shirey, 2016). If we treat onboarding as a diary invite and a laptop handover, we’re leaving performance to chance.

Transition coaching is a structured, time-bound intervention designed to reduce that risk—by supporting sense-making, strengthening decision-making, and accelerating the leader’s ability to “land” in role (Terblanche et al., 2017; Shirey, 2016).

“Even exceptional leaders can struggle in transition; the difference is whether the organisation structures their landing.”

What makes leadership transitions uniquely difficult?

A career transition is not only external (“new job, new team, new KPIs”). It’s also internal: new identity expectations, new political terrain, new relationships, and a new story about “who I am now” (Terblanche et al., 2017; Reynolds, 2011). Leaders often experience self-doubt, fear of failure, and imposter thinking during this phase (Terblanche et al., 2017; Whitmore, 2017). And in a VUCA context, uncertainty becomes a daily operating condition (Bennett, 2017).

For Black female leaders in South Africa, the transition can be further intensified by systemic workplace realities—bias, stereotyping, reduced sponsorship, and isolation (Kobus-Olawale et al., 2021; Mahlasela et al., 2023). That context matters. Coaching cannot pretend the environment is neutral.

Why the first 90 days matter so much

The early tenure period sets tone: credibility, trust, and momentum. Shirey (2016) highlights that success or failure during leadership transitions is strongly predictive of overall success or failure. Transition coaching helps leaders focus on:

Listening and learning first, rather than performing competence.

Clarifying expectations and priorities early (what does “good” look like here?).

Securing early wins without overreaching (Shirey, 2016).

Building strategic relationships and reading the political map (a key output in your model) (Whitmore, 2017; Terblanche et al., 2017).

What transition coaching looks like in practice

In our practice, transition coaching is not therapy and not mentoring. It is a structured coaching series (often eight sessions) anchored in:

clear contracting and psychological safety (Grant & Cavanagh, 2007; Hawkins & Smith, 2013),

cognitive tools that help leaders manage limiting beliefs and performance pressure (O’Broin & Palmer, 2009; Tomoiagă & David, 2023),

and a transition lens that normalises the emotional and identity shifts of change (Bridges, 1986; Terblanche et al., 2017).

“Transition coaching isn’t a luxury benefit. It’s a capability investment and a risk-reduction strategy.”

A thought-provoking question for leaders (and employers)

If a leader is expected to deliver quickly, why do we leave their adjustment process unsupported?

Transition coaching is not a luxury benefit. It’s a capability investment—and a risk reduction strategy.

If you’re making a senior appointment, let’s set it up to succeed. Get in touch here.

References (selected): Reynolds (2011); Shirey (2016); Terblanche et al. (2017); Bridges (1986); Bennett (2017); Whitmore (2017); Grant & Cavanagh (2007); Tomoiagă & David (2023).