Someone gets promoted. Moves to a different team. Takes on new responsibilities.
It’s a win – for the person and the company. But how does the transition actually start?
In many cases, the answer is:
“You already know the company – you’ll be fine.”
That’s the mistake.
Because knowing the company doesn’t equal knowing the new role. Without clear expectations, the person starts from a place of guessing, not contributing.
The reality of internal transitions
Just because someone isn’t “new” doesn’t mean they don’t need onboarding. Especially if the role includes:
- A different focus (e.g. from doing to leading)
- New systems or workflows
- A new team or reporting line
- More visibility or decision-making power
If this shift isn’t made explicit, people often fall into one of two traps:
1. Trying to keep doing everything they did before
2. Staying quiet and hoping to figure it out on the go
Neither sets them up for success.
Why re-onboarding matters
Without structure, internal transitions often lead to:
- Delayed impact – it takes months to understand what’s expected
- Friction – others assume the person is already fully “on”
- Role drift – old tasks don’t go away, and new ones aren’t clear
- Insecurity – asking for help feels harder than it should
The result: potential stays untapped – not because of missing capability, but because of unclear scope and lack of shared clarity.
The fix: treat it like a new start
You don’t need a full onboarding plan. But you do need a reset – one that includes:
• A clarified role: What’s new, what stays, and what can go? Avoid silent role-stacking by defining focus, handing over legacy tasks, and naming informal “side jobs” that may have built up – not just for the person, but across the team.
• Time to ramp up: With clear milestones and aligned expectations
• Visible communication: Let the team know what’s changing – and what it means for them
• Leadership check-ins: To support and adjust during the first weeks
Promotions and changes are investments. Re-onboarding protects them.
If internal transitions are common in your team or business, they deserve a structured start – just like any external hire. That’s how you turn change into momentum.
