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Even leaders who firmly believe that their leadership ability is largely innate admit that this innate gift must be developed, and that development comes largely through experience. Building on the importance of experience, this chapter focuses on how organizations can help the right people get the right experiences at the right time to accelerate their development as leaders. Career transitions-when people enter new roles in their organization, across organizations, or across careers-are especially poignant moments in the development of leaders, and they are fraught with both peril and possibility. Helping people navigate these transitions effectively is thus vital to developing leaders. This chapter was originally published as Chapter 23 of 'Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.' This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.