Leadership Transitions

Leaders encounter a number of transitions throughout their career. They advance from front line supervisory roles through mid level and senior management positions. Sometimes those transitions occur within a single organization. For many leaders they occur across a number of organizations. Regardless of whether a new leadership assignment is a move within an organization or requires joining a new organization – there is much to learn and much to do to become effective in the new leadership role. The time that leaders are given to demonstrate their effectiveness and align their people around a common direction can seem short, as we see in books like The First 90 Days.

When taking on a new role a leader might receive insights about the business they must direct from a variety of resources such as Board members, other leaders, articles and industry experts. Perhaps the most critical stakeholder for a new leader is the people whose efforts and expertise he or she must leverage. The question is how to get such broad-based employee feedback as quickly as possible. Our model and tools offer a quick and robust solution to gathering broad employee input regarding the current strength of the workforce across a number of areas that have been linked to performance. The data and insights gathered allow a leader to develop focused and informed strategies for maximizing the effort of the workforce while addressing deficiencies that might derail their strategic objectives. Today we partner with leaders who:

• Understand that they need others to be effective and that their ability to engage and align their workforce is critical to their organization’s success
• Know that the employees – the people who ‘live and breathe’ the culture everyday – offer a critical perspective regarding the current strengths and weaknesses of the organization
• Have much less time to dedicate to ‘assessing’ their situation and must move quickly to setting priorities and taking action