The reason Donald Trump says "You're fired" on The Apprentice often is because the leader has not laid the critical groundwork for success by assimilating effectively with the team and the demands of the new role. Just like in the real world, this causes a leader to underperform.

We enjoy watching this type of reality show to see what people will do under pressure and to see who wins. If it were easy to assimilate into a new role, there would be a higher success rate and no reality shows. In the real world, leaders are promoted into exciting new roles every day and the promise of success shines bright; opportunity knocks and the door opens—then reality hits.

Startlingly, 40 percent of newly promoted leaders fail in new roles within 18 months. This takes a tremendous toll on human talent as well as business results. Wouldn't it be great to have a strategic guide to help newly promoted leaders to succeed that could be adopted quickly and successfully by training and development and HR professionals?

After 16 years of coaching leaders ranging from directors to executives, we created a proactive and structured approach to help them assimilate and contribute faster—before they find themselves under water. What follows are what we call the seven enemies, along with suggested strategies to conquer them.

Enemy 1: Submitting to the enemy within

"So, what I really need to do is manage myself," said a recent client who was learning to manage the new leader stress behaviors so commonly observed in organizations. They include knowing it all, isolating oneself, being too aggressive, being out for oneself, repeating old habits, and neglecting well-being.

To conquer the enemy within, leaders need to proactively manage stress behaviors to remove barriers to connect with others and build vital relationships that are essential in a new role.

Enemy 2: Submitting to the chaos

"I feel like all I do is put out fires and respond to the crisis of the day." Without considering the consequences, a leader may find that it is easier to submit to the daily pressures rather than to step back and prioritize the learning needed to truly understand key elements of the role well enough to fully contribute.

To manage the chaos, a leader benefits most by taking a comprehensive approach to assess and prioritize learning to strategically lead in a new role. Aspects for careful consideration and prioritization include understanding the organization, culture, business, manager expectations, key stakeholders, peers, and team.

Enemy 3: Misreading culture cues

This enemy is the one that is most likely to cause failure. Why? Because people will reject a leader who doesn't adapt successfully to fit in, which causes a leader to disconnect in most relationships.

To master the culture cues it is best to understand the culture first, then seek to lead desired change—with others providing input and getting onboard along the way.

Enemy 4: Misfiring with your manager

"My manager and I are just not in sync." This may sound familiar. Who hasn't experienced this at some point in their career? Often, it is because you expected your manager to spend time with you and make things clear for you, not realizing that a passive role as a new leader often leaves to chance clear expectations and developing a productive relationship.

To calibrate with your manager requires a leader to assert influence to be successful. Insist on regular meetings and adapt to the manager's communication preferences. Seek clarity of expectations and negotiate time to learn and understand the business.

Enemy 5: Overlooking stakeholders and peers

"I don't have time to sit down with all of my peers and key stakeholders now." Overlooking peers and key stakeholders often happens due to being immersed in the crisis of the day or being pressured by the strategic imperatives given upon hire by a manager.

Leaders think these relationships can wait, not recognizing that peers and key stakeholders have vital information about the leader's manager, customers, the culture, and the organization. When connected, these individuals will share vital information.

To connect with stakeholders and peers is to allow these individuals not only to contribute to the leader's learning, but also to advocate for the leader's success.

Enemy 6: Alienating your team

"It's tough to dedicate time to my team when there are deadlines to meet." A leader who doesn't make the time risks alienating and disengaging team members and potential turnover of top talent.

To engage your team it is essential that team members have a connection with their leader and believe their best interests are being served. If this happens, team members will follow the leader.

Enemy 7: Sub-optimizing your vision and plan

"Why do I need a separate vision when the corporate vision and strategic plan are already defined?" Sub-optimizing with a poorly articulated vision and plan for the leader's area of responsibility causes the team to question the direction, leading to confusion and reduced performance in the business. Ultimately, the team becomes disengaged without an inspiring picture of the future.

To inspire with a vision and plan, the leader must first take the time to conquer the first six enemies, at which point she is ready to consider and clarify the future to be created. With the vision and plan, the leader will identify the high-impact priorities that ensure success and will be seen as strategic rather than operational. If the vision is compelling and well-articulated, and incorporates input from those noted above, the leader can fully engage the team to achieve at high levels.

Landing that sought-after promotion is a time for celebration to be sure, but what happens after that is what makes or breaks those wonderful opportunities. By understanding and conquering the seven enemies of success, a leader has every chance to succeed.