A promotion in a new location can be the opportunity to propel you forward in your career. Whether the move is to a new town, state, or even country, you need to ensure you've set yourself up for success in your new role. Follow the strategies below for the three critical time periods of a relocation promotion: during the relocation negotiation, right before you move, and right when you get there—and you'll hit the ground not just running, but succeeding.

During the Negotiation

• Decide what you need to be make the move be as successful as possible—and think beyond the office. I’ve helped my clients to negotiate various types of assistance for relocation promotions. In today’s housing market, executives realize that selling their home may not be easy, and are asking for their employers to help with the process. This may include such arrangements as having the company pay part of the realtor's commission for the sale of the existing home, agree to buy the existing house from the executive if it does not sell within 12 months, or provide a favorable loan for the purchase of a new home.

• Similarly, personal assistance in various forms can be negotiated. Request to bring your admin person with you during the on-boarding process, either to help hire your new admin person or to train a new hire on how to work effectively with you. At home, ask for a temporary housekeeper to keep the home front organized while you try to get organized at work. If you have a life partner, ask your organization to help with his or her job placement. If you have children, ask for your nanny to make the move with you for the first month or so or request that extended childcare be provided. Note: While some of these relocation benefits are typically only at an executive level, they can also be offered to director positions. Moreover, assistance with various aspects of the relocation process can and should be brought into the conversation at all levels.

• Frame such discussions and negotiations by discussing the value you want to bring to your organization. Express your excitement at the opportunity, and your desire to line-up all the factors that will enable you to ‘hit the ground running.’ Make it clear that you are seeking resources so you can make strong headway in the first 90 days in this new position.

Before You Move

• Find out how much money you’ll be responsible for in this new position. That way, you’ll know when you’ve moved the needle. Come your first performance review, you can speak about the results you’ve brought to the organization in quantifiable terms, be it cost-savings you enabled by implementing new systems, or new growth you’ve created through specific projects you’ve spearheaded.

• Ask your network (within and outside the organization) to refer you to people in the area you are moving to who you can connect with once you’re there. Building a new professional and personal network is a must—and too often falls off the top priority list during transitions. The reality is, networks provide support, ease the transition, and make for better quality of life. Make meeting new people a top priority.

• If moving from LA to Austin (or the reverse) doesn’t seem like your idea of moving up in terms of your life quality, don’t write it off yet. Speak to long-time residents about what they like about that area (use message boards, chats, etc. if you can’t connect by phone). Consider what hobbies you can take up (hiking, skiing, cooking) that your new environment supports. Find the positive aspects of the place you’re moving to.

Once You’re There

• Make sure you are on top of your game in terms of how you look. The move means a new chance to make first impressions. Take note of how your new superior dresses. Remember, you’re not aiming to dress like that individual, but you want to dress at that level.  That way, people will already be able to envision you in your next role as a leader.

• Listen and observe—that will tell you volumes about your new colleagues and environment. It may be the same company, but your new office is a different village, with its own rhythm, values, ways of doing things and politics.

• And, speaking of politics, find these out early. Who will be your advocates within the organization? Who are potential resisters—and when can you meet with them to begin to break down barriers?

• Make sure you are given an organizational chart for all the functional groups during your on-boarding. Then, leverage it. Get introduced to key people in various departments whose support and assistance you may need at a later date. Ask them to introduce you to other people you should know (in a snowballing fashion). This will help you to build witnesses for the work you’re about to do and to be seen and heard as a leader from the outset.

Remember that if you arrive in your new job and realize there are additional resources and assistance that you need, you can ask for them. You negotiated based on the theory of the new job, but the reality may be different. The bottom line: It’s in both your and your employers’ interests that you get the resources you need in your first 90 days to do your job exceptionally well. Bon voyage!

To hire Charmaine for executive coaching, workshops or keynote speaking, contact us at: (323) 224-6820.

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