Whether the move is up, down or lateral on your career ladder, preparing for a professional move can be quite stressful -- especially when it comes out of the blue.

Quite a few of my business colleagues have recently been thrown a career curve ball. Some have moved up, some sideways and others down. They've asked, with that familiar look of sincere apprehension: "How do I best organise myself for this move.'' Regardless of whether it's expected or not, organising for any change can be somewhat difficult. Those who were expecting the upcoming change and were given sufficient notice should be ashamed if they are not 95 percent prepared.

In organising a job position change, the major concerns clients have shared is their fear of change and the fear of failing in their new post. Some I've spoken to express a desire to give up before giving it their best shot. I remind those particular individuals of Michael Jordan's plight of fulfilling his father wishes for him to play baseball. At the height of his career, he retired from basketball, then went on to play baseball. A reporter asked him what would he do if he failed (at baseball) after mastering basketball. And he eloquently responded: "I'm strong enough as a person to face failure and move on. If I fail, I won't feel bad. I can accept failure. What I will not accept from myself is not trying.'' My best advice is to organise your inner attitude and not to give up before giving it your best shot. Further, organise yourself for the change by making a transitional plan. Stick to your plan. This may be one of the most important plans you organise. You need to write down daily goals and an hourly outline.

You need to follow it as closely as possible because you are working on a set timeframe. Through the transition, it is important that you maintain a professional attitude. This may be difficult to achieve as you try to meet your usual inevitable deadlines and every day commitments and responsibilities. But it is not impossible. Try to avoid some of these "leadership sins'' by sought-after North American leadership speaker Phillip Van Hooser, CSP. Van Hooser conducted a survey by asking his audiences what they would tell a superior/manager what he/she needs to know about leading people. Here a few of their responses: "Obvious lack of self discipline'' -- if you are disorganised, don't expect your staff to be organised, you are the leader, you set the pace and work style for your staff.

"Doing too much and leading too little.'' -- learn to delegate, your staff will respect you more and your leadership skills will prevail.

"Often it is easier to do it yourself! But, that's not the job of a leader.'' -- staff members become disgruntled with being left idle. Delegating can allow you time to do other important tasks only you can do and possibly schedule in some personal time to get a round of golf or play a set of tennis or just a little time to hear yourself think.

"Unwillingness to adapt to people with different attitudes'' -- we're all unique and your staff is no different, learn to be more accepting and tolerant to your employees idiosyncrasies.

"Allowing specific performance problems (their own or others) to continue'' - don't give an employee too much rope, eventually they will hang not only themselves but also you in the process. When a staff member's performance is consistently not up to speed, and your bottom line is consistently not on par, or in a negative position, it's time to call a headhunter. It can be a bit lonely at the top. You are expected to be upbeat and beaming at all times. You are expected to perform regardless of circumstances. You are constantly coaching your team to the finish line. Learn how to become your own coach.

When you accomplish a difficult project or task, reward yourself. Remember what granny used to say "practise what you preach''. Don't expect others to follow your lead if initiative leadership is not shown. Work hard yes, but most importantly organise yourself to work effectively.

When your transition is made, don't make too many drastic changes immediately.

We humans can sometimes react negatively to immediate changes. Don't show favouritism amongst your employees. This is a recipe for disaster. Lead with a committed consistency style and trust, not with fear. A happier staff member is one that can trust your leadership style to be consistent and not fear you, your actions, or an unstable fickle leader. Always consider three things when making changes -- it is good for the organisation, good for staff and last but definitely not least, it is good for your long-term leadership career. Plan, plan, plan, most successful executives are organised from the inside out.

*** Cindy Swan is a Professional Organiser with over 20 years of office administrative managerial experience and a member of the National Association of Professional Organisers. Her column appears in the business section on the first and third Thursday of each month.

Address inquiries to Cindy Swan, PO Box 304 St. George's GEBX or email her at bermudagolf yibl.bm