What Kind of Transition Are You In?

Understanding the shape of your shift and what it really calls for.

Leadership transitions often look straightforward from the outside: a new role, a shift in scope, a change on the horizon. But inside, the experience can be far more complex.

Some leaders feel clear and energized. Others feel unmoored. Some are running toward a bold vision. Others are quietly navigating grief, doubt, or reinvention.

We expect transitions to be busy. Few of us expect them to be disorienting. And yet, that’s what leaders often name behind closed doors.

Transitions are personal. They ask us to let go of what was, move through uncertainty, and slowly grow into a new way of leading.

But too often, we approach them like a checklist—as if success comes from moving faster, not deeper.

The reality? 

Transitions don’t follow a script.

They’re layered.

Lived.

And deeply human.

The Lived Reality of Transitions

Most transition models speak in stages: endings, messy middles, new beginnings. And those frameworks can be useful. 

But in real life, transitions rarely unfold in order. They loop, layer, and shift shape as you move through them.

That’s why I don’t find it helpful to define fixed types. Instead, I look for recurring patterns that can help us make sense of what’s happening beneath the surface.

Not categories to box ourselves into, but lenses. 

Ways of noticing. 

Ways of naming.

Because when we can name the shape of our experience, we can begin to respond to it more intentionally and seek the kind of support it actually calls for.

Five patterns I often see in leadership transitions

These aren’t mutually exclusive. You might move between them. You might hold more than one at once. That’s okay. What matters is tuning into what feels most present right now.

1. The High-Stakes Start

You’ve been promoted or brought in to lead something important. There’s pressure to perform, fast. All eyes are on you. You might feel energized and also quietly overwhelmed. You don’t want to mess this up.

The risk: moving too fast, trying to prove yourself, skipping the reflective pause that helps you lead wisely.

2. The Stretch

You’re not new to leadership, but you’re operating in new territory. Maybe a different country, sector, or function. The rules feel different. You need to listen carefully, adapt quickly, and avoid defaulting to what worked before.

The risk: assuming cultural fluency or organizational clarity before it’s actually there.

3. The Reorientation

You’re not quite sure what’s next. Something no longer fits, but you’re still figuring out what might. You might be mid-pivot, post-sabbatical, or quietly exploring a different path.

The risk: feeling lost or drifting because there’s no clear roadmap or trying to force clarity before it’s ready.

4. The Rebuilder

You’re returning after something hard: burnout, layoff, loss, caregiving, illness, or a big life change like parental leave. You’re capable but raw. You’re reconstructing trust in yourself, in systems, and in what you want now.

The risk: pretending everything’s fine when it’s not or internalizing a narrative that you’ve fallen behind.

This is one of the most under-supported transitions. But when honored properly, it can lead to deep alignment and resilience.

5. The Expansion

You’ve outgrown a previous way of leading. Maybe the role hasn’t changed, but you have. You’re being called into a more strategic, relational, or systemic way of operating. You feel the stretch internally.

The risk: staying in comfort mode too long or trying to grow without creating new supports and capacities.

Why this matters for organizations, not just individuals

When we flatten all transitions into one generic path, we miss the chance to actually help people grow.

Each of these patterns brings different needs:

• The High-Stakes Start needs pressure calibration and clear alignment.

• The Rebuilder needs space, safety, and pacing.

• The Expansion may need a coach or thought partner to support deeper inner work.

Organizations that tune into the real shape of a leader’s transition can offer support that is precise, human, and effective.

They don’t just “onboard” people. They help them integrate, evolve, and succeed in a way that lasts.

If you’re in transition or supporting someone who is

Start by asking: What kind of transition am I in right now? Not just on paper but in lived experience.

For the person in transition:

• What am I letting go of, and what am I carrying forward?

• What feels tender, raw, exciting, or unclear?

• What kind of support would feel most nourishing or useful?

For the supporter:

• What assumptions am I making about what this person needs?

• Am I offering advice too quickly or holding space for reflection?

• How can I meet them where they are, not just where I think they should be?

Final thoughts

Transitions are rarely simple. They unfold over time, layered with emotion, expectation, and the quiet work of becoming. Leaders often do this work in motion while delivering results, building trust, and adapting to new terrain.

And while personal insight matters, the surrounding system plays a defining role. How organizations respond through space, support, and thoughtful design can shape whether a leader flounders or finds their footing.

When we take transitions seriously, as something worth understanding and supporting, we create the conditions for people to grow into the leaders they’re truly capable of becoming.

If this resonates with you, whether you're navigating a shift or walking alongside someone who is, I'd love to hear what it's bringing up.

---

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 across the globe in English and Spanish and is based in Berlin.

Get in touch with Nazly