In the realm of career management, a considerable amount of literature exists on finding a job, crafting an impressive CV, negotiating salaries, and even the art of accepting a new position. Surprisingly, there is a lack of guidance on the crucial issue of leaving a job or planning a transition.
As I embark on a transformative career move from AWS to the Volkswagen Group, I feel compelled to share my reflections and insights on leaving a job and transitioning to a new role. My aim is to offer valuable lessons on when and, more importantly, how to gracefully depart from your current position within an organization.
During a recent interview with Trevor Noah, he humorously remarked,
“You want people to say, ‘Why are you leaving?’ Not ‘Ah, finally!”
While this sentiment may not directly apply to the corporate world, it underscores an essential truth:
Departing from a role involves careful timing, but equally important, are the lessons I have learned from my own experience.
If you ever find yourself grappling with the decision to stay in your current role, consider taking a moment to pause and reflect on the following questions:
- Do you have a clear understanding of the necessary steps to propel your business, yourself, your organization, or your team to the next level?
- Do you still possess the same energy, enthusiasm, and capabilities to achieve your goals? Has your work continued to invigorate and fulfill you, or has it become a perpetual drain?
- Have you considered the possibility that someone else might be better suited for your role at this stage? Growth often requires outgrowing certain positions, and it is worth contemplating whether a different colleague or friend might thrive in the role you currently occupy.
If these questions reinforce your inclination to leave, it might be worth taking the next step: deciding when to quit your job.
To determine the optimal timing, ask yourself a fundamental question:
Have you accomplished what you set out to achieve?
Each job is intrinsically tied to a mandate, outcomes, key performance indicators (KPIs), or a vision of what you intended to accomplish. When I embark on a new role, I often outline my goals via email, specifying what I aim to achieve within three to five years.
When contemplating departure, referencing this list allows me to assess whether the remaining goals can be achieved without my presence. Furthermore, it helps gauge my level of satisfaction with what I have accomplished in relation to my initial aspirations. If the last few goals can be accomplished without me, and there are no other barriers holding me back, it is an ideal moment to move on.
Once you have made the decision to leave your job, how you handle your departure is crucial.
Avoid the temptation to fix every unresolved issue before leaving. It is only natural to become acutely aware of unresolved matters as you prepare to depart, such as missed opportunities or persistent problems. However, attempting to address them all is a futile exercise, which will leave you spinning in circles.
Consider approaching the situation from two perspectives:
- Are these decisions rushed?
The desire to tie up loose ends can lead to hasty actions on matters that require further deliberation. Avoid this trap by taking the time to reflect and consult with your team, seeking different perspectives before making consequential decisions.
- Will the unresolved issues impede your successor’s ability to shape the organization, drive business outcomes, or achieve their intended goals?
It is crucial to consider the success of the company in your absence. Do not hinder your successor’s path by creating unnecessary obstacles. Prioritize tasks that facilitate a smooth transition, recognizing that significant leadership changes can already introduce inherent disruptions to a company.
One approach that may be applicable, especially in corporate environments, is hiring your successor. While it does not guarantee their success, it offers benefits in terms of envisioning the future of your business. The process of selecting the right leader to continue your work compels you to clarify your mission, mandate, and personal definition of success. By consciously hiring someone who aligns with the current needs of your organization, you can ensure continuity and empower your successor to drive the company forward.
The act of hiring your successor also fosters self-awareness. Articulating the vision for your business and identifying the qualities and strengths required of a leader provides valuable insights into your own limitations. Recognize where your strengths lie and acknowledge areas where you may not be the best fit. By intentionally hiring someone who complements your skills, you enable the organization to grow beyond your tenure while accelerating your own transition to new opportunities.
A crucial consideration during your departure is maintaining continuity of vision. Leadership transitions can be unsettling for organizations, often leading to anxiety among employees. Ensuring cultural congruence and a sense of stability within the company can ease the transition to new leadership and reduce the likelihood of top talent seeking alternative employment.
Taking the time to come to terms with your decision is essential. Before announcing your departure, you must have likely spent months grappling with the thought privately. It can be a lonely and emotionally draining process, signaling both an end and a new beginning. Allow yourself the necessary time to process the emotions associated with leaving and embrace the excitement of what lies ahead.
Moreover, consider the impact on your team. Although you may have contemplated the change for an extended period, the news will come as a surprise to others. Provide ample time for your team to absorb and understand your reasons, thereby minimizing the potential for doubt about their own commitment to the organization. This point holds particular significance for leaders who have fostered strong relationships within their company.
Transparently articulate why you are leaving, framing it as a personal decision rather than a result of dissatisfaction with the company. Reinforce the employee engagement, loyalty, and shared mission you have cultivated, ensuring that your team remains motivated to see the organization succeed in your absence. Gradually stepping back before the official announcement can empower and challenge your team, accelerating their growth and preparing them for the forthcoming change.
Paradoxically, if managed effectively, leaving a job can be an opportunity to accelerate the realization of your vision. By allowing your team to assume greater responsibilities and fill the gap you’re leaving behind, you create an environment for personal and professional growth, both for yourself and your colleagues. This process not only ensures the continuity of your vision but also provides a sense of pride and accomplishment as you embark on new endeavors.
Navigating the complexities of career transitions can be daunting and unsettling. However, it is during these challenging times that we experience the greatest personal growth. I sincerely hope that my insights and lessons learned will assist you in determining the right moment to embark on a different path, enabling you to pursue your personal best and find fulfillment in your new role.
Data Points:
- Leadership Transitions:
According to an article published in the Harvard Business Review, leadership transitions can be unsettling for organizations. New leaders often come with their own priorities and modus operandi, which can create anxiety among employees who are unsure of what to expect. Maintaining continuity of vision and ensuring cultural congruence can ease the transition to new leadership and reduce the likelihood of top talent seeking alternative employment.
- Successor Hiring:
Research conducted by McKinsey & Company suggests that hiring a successor can have significant benefits for organizations. It forces current leaders to envision the future of the business and clarify their mission and mandate. Moreover, hiring a successor fosters self-awareness, allowing leaders to recognize their own limitations and intentionally select someone who aligns with the current needs of the organization.
- Employee Engagement and Retention:
Employee engagement and retention are crucial factors during transitions. A study published in the Journal of Applied Psychology found that employees who experience a positive and well-managed leadership transition are more likely to remain committed to the organization.