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Filling the Leadership Pipeline by Robert B Kaiser

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The Challenges of General Manager Transitions

Amy Kates and Diane Downey

Downey Kates Associates

There may be nothing more important to an organization’s succession efforts than building a strong cadre of general managers. Yet making the transition to the general manager role is fraught with difficulty. It is at this point where many successful careers derail (McCall & Lombardo, 1983; Shipper & Dillard, 2000). According to the Corporate Leadership Council, turnover among newly hired executives within the first three years of taking a new job is as high as 50 percent (as cited in Sweeney, 1999). In chapter 2 Arthur Freedman explains myriad psychological challenges involved in managerial promotions. We will use the pathways-and-crossroads framework ...

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