Ebrahim AlhamedFrameworks Library

m.05 · II · Lead Others · Career Transitions & PDP

What Got You Here Won't Get You There

GAPS · the personal development plan is a change-management project on yourself.

The core idea

Career transitions are predictable derailment points. The behaviours that got you promoted (deep technical skill, doing the work yourself) often become liabilities at the next level (where you must delegate, coach and influence). A Personal Development Plan is not a performance review with yourself — it is a change-management project that names the old behaviour to retire, the new behaviour to install, and the supporters who will hold you to it. — after Goldsmith; Alessandro Riccombeni case

The hero diagram

GAPS — from current self to next self.

Four steps for moving from feedback data to installed behaviour.

Linear flow Left-to-right sequential flow: G · Global → A · Assess → P · Plan → S · Sustain. G · Global → A · Assess → P · Plan → S · Sustain
G · Global
↓
A · Assess
↓
P · Plan
↓
S · Sustain

Mirrors worth standing in front of

Things to ask yourself.

GAPS Analysis · Development planning tool
Global — current state · Assess — the gap · Plan — one specific leadership goal · Sustain — supporters and accountability
The goal must be behavioural, not generic. Not "be better"; "be comfortable initiating difficult conversations".
Riccombeni Case Lessons · Course case
strengths become weaknesses in new roles · advancement ≠ automatic reward · lead by facilitating performance
Every promotion requires uninstalling old software before installing new.
LBS Six Competencies · LBS framework
Know Yourself · Communicate Powerfully · Deliver Through Others · Solve Complex Problems · Lead Change · Digital Fluency
Your 360 evaluates on these six. Your PDP should target one or two.

How to apply

Writing a usable PDP.

  1. Do GAPS with real feedback data. Not what you hope is true. What the 360 and peers actually said.
  2. Pick one goal, not five. Behavioural, specific, measurable.
  3. Name your supporters. Mentor, peer coach, trusted colleague. People who will tell you the truth.
  4. Build in accountability. Share the PDP publicly with the supporters. Schedule check-ins. Measure progress.

Key reading · Alessandro Riccombeni case

Career transition and leadership evolution.

Riccombeni's journey from brilliant engineer to struggling general manager is a study in the cost of not upgrading. His technical brilliance actively prevented others from contributing; only by stepping back did the team — and his career — start to work.

Prepare for the next job before you need it.

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