New Role, Same You? Not Quite.

A new role comes with a lot of visible change: different responsibilities, a fresh title, maybe even a new team or location. But beneath all that is something more subtle and far more disruptive.

You’re not just stepping into a new job. You’re stepping into a new version of yourself.

And that part? It rarely shows up on the onboarding checklist.

Most leadership transitions are treated as tactical moments: figure out who’s who, clarify your goals, and build early momentum. And that matters. But what often gets overlooked is the invisible shift.

The inner transition that is also underway.

When you take on a new role, you're not just picking up new responsibilities; you’re being asked to lead differently, often in ways that feel unfamiliar or even uncomfortable at first.

The inner work of transition

Neuroscience tells us that our brains crave efficiency. We rely on mental shortcuts, habits, beliefs, and identity patterns to make decisions quickly.

But transitions disrupt those shortcuts. What worked in the past might not work now. That’s why it’s not unusual for high-performing leaders to suddenly feel unmoored, unsure, or like an impostor in a new context.

In reality, the transition is doing its job: shaking up your internal operating system. And that’s where the opportunity lies if you know how to meet it.

Herminia Ibarra, whose work I often reference, discusses how leadership transitions are also identity transitions. You’re not just doing different things. You are becoming someone different.

But identity isn’t something you decide once. It’s something you evolve into by trying on new behaviors, testing new perspectives, and reflecting on your experiences as you go.

So what exactly is shifting?

Every context is different, but here are some common invisible shifts leaders face:

• From expert to orchestrator. You can no longer be the one with all the answers. Your value comes from enabling others to deliver.

  
  

• From clarity to ambiguity. The higher up you go, the fewer clear answers you’ll get. You have to make decisions with incomplete information and still hold your team steady.

  
  

• From doing to sensemaking. It’s no longer about executing the plan. It’s about reading the room, navigating dynamics, and shaping what comes next.

These shifts aren’t automatic. You have to build the capacity to lead differently, and that starts with slowing down just enough to notice what’s happening inside you, not just around you.

Why rushing the start can backfire

Many leaders feel pressure to prove themselves right away. But in that rush, they skip over the deeper work: building trust, understanding the ecosystem, recalibrating their leadership. They default to old patterns because those feel safe even if they don’t fit the new role.

Here’s the truth: You don’t need to have all the answers in week one. You need to listen, learn, reflect, and be intentional about what version of yourself you’re bringing forward.

Done well, this kind of transition work isn’t indulgent. It’s what makes the difference between short-term performance and long-term impact.

So what helps?

From my coaching work with senior leaders, I’ve seen three practices that can dramatically shift how someone navigates a leadership transition:

1.xAcknowledge what’s ending 

Even when you’re excited about what’s ahead, transitions often begin with loss. Loss of clarity, confidence, status, relationships, or simply the comfort of knowing how things work. 

Psychologist William Bridges called this the “neutral zone". That in-between space where the old identity has loosened but the new one hasn’t taken shape yet.

Don’t rush past this. 

Create space to process what’s shifting. What are you saying goodbye to? What parts of your leadership worked well in the old context but may not serve you here? 

Sometimes, we need to grieve the version of ourselves we’re outgrowing, even when change is positive.

2. Be selective about what you carry forward 

Some habits and mindsets still serve you. Others don’t. 

Make the distinction consciously. As you step into a new context, ask yourself:

• What are the habits or strengths I want to intentionally keep using?

• What patterns or beliefs might get in my way now?

• Where do I need to upgrade my inner operating system?

This kind of intentional reflection, especially when supported by coaching or trusted feedback, helps you avoid autopilot and start making conscious choices about how you lead.

3. Design your own evolution 

Most onboarding plans focus on tasks: learn the business, meet the team, get some quick wins. That’s important. But what about how you’re evolving as a leader?

Leadership transitions are prime moments for growth if you treat them as such. That means:

• Experimenting with new ways of engaging or communicating

• Seeking feedback not just on what you do, but how you’re showing up

• Being willing to try on new behaviors before you feel ready, as Herminia Ibarra puts it, “act your way into a new way of being”

The leaders who thrive in transitions are not necessarily the ones who hit the ground running. They’re the ones who enter with intention, curiosity, and the courage to grow.

Final thoughts

Leadership transitions aren’t just about moving faster. They’re about moving wiser.

If you’re in the middle of a transition or preparing for one, give yourself permission to pause. To reflect. To take yourself seriously, not just as a professional in a new role but as a human navigating change.

Because the real question isn’t just: What’s your new job? It’s: Who are you becoming in the process?

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This article is part of a three-part series on leadership transitions, exploring what really changes when leaders step into larger roles, why familiar strengths often become ineffective, and how leaders can grow into the identity their new context demands.

Next in the series:

1. Why First-Time Senior Leaders Struggle: The Three Shifts That Matter Most

2. Stop Hitting the Ground Running

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About the Author

Nazly Frias is the founder of Leadership Impact, a boutique leadership advisory practice specialized in executive teams and senior leaders in impact-driven professional service firms and organizations.

With over 15 years of leadership experience across global impact consulting firms and public innovation labs, Nazly combines the credibility of an insider with the clarity of an external advisor and executive coach.

She helps senior leaders and executive teams navigate complex challenges—from individual performance breakthroughs to organizational transformations—by leveraging real-world leadership experience with evidence-based practices and emerging leadership approaches.

Originally from Colombia, Nazly works with clients worldwide, both in English and Spanish, and is based in Berlin.