Develop Your Leaders
If every manager became a leader, what would the value be to your organization?
Businesses today have higher than ever expectations for results. Yet, these results now need to be achieved in a shorter time frame. If managed well, the challenges that a newly promoted manager or executive faces can lead to high levels of success.
But what’s the first step towards building the necessary management skills that blends technical knowledge with relationship savvy?
Executive Coaching enables your top performers to combine technical expertise with the interpersonal finesse, focus on results, and change management skills necessary to move your business forward. In this rapidly changing business climate, it is especially important to develop essential leadership skills in your newly promoted managers and executives.
Executive Coaching, with the goal of accelerating the transition into the new position, can greatly enhance performance at the next level. The Return on Investment for developmental coaching is 6 times the cost of the coaching through increased performance and effectiveness.
Our specific approach to Leadership Development is grounded in leading edge research. We know that there are valid and effective predictors of leadership potential. We collect the appropriate data and use these metrics to assess leadership potential.
Research shows that nearly 60% of newly promoted senior level managers fail in their new positions. The reasons are well documented:
- Lack of cultural fit with the organization
- Difficulties with teamwork
- Lack of strategic partnerships
- Lack of political savvy
- Failure to assimilate into the company
Are you ready for your next step? Ask:
What can I do to position myself as someone who can deliver a strong outcome?
What can I do to make a difference in my current position?
Is there a way to leverage my relationships?
What do I have to gain through my biggest current challenges?
How do I define success now?
How can I increase the possibility that others will believe that an effective outcome can happen?
Where do I place responsibility for the challenging work of building effective relationships?
What blind spots do I have in interpreting interactions with key colleagues?