"As a leader in a new role you are in the spotlight. With your most recent move, you have taken on huge new responsibilities. The organization and nearly everyone in it is watching you to see how well the ‘promising talent’ is doing. Decision makers are anxious to prove that promoting you (and not the other girl or guy) was the right choice. Not only that, but the company cannot afford to lose momentum whilst you are getting up to speed in your new job."
As an executive in transition you are under pressure to deliver results fast, and thus there is a risk you jump to conclusions and rush into action without fully understanding the bigger picture, as I pointed out in The Quick Wins That Turn to QuickSand.
I wish more companies like QVC in the example below would see through this and give leaders in new roles more time to get an in-depth understanding before rushing them into decisions prematurely.
New senior-level hires can’t make decisions or share ideas before they’ve been at the company for six months. “Make observations every night, fill up tons and tons of notepads,” he tells them. “But don’t share them until later. Catalog them, and go through your own reflection process a few months down the road.”