| No organization wants a newly appointed leader to derail! The scene plays out somewhere every day – one leader leaves, and another takes charge. It might be the result of a promotion, a retirement, a reorganization, or something else. Regardless – at the end of the day, someone is leaving and someone is taking over. It’s a critical time for the new leader and the team, like the handoff of a baton from one relay runner to another. Productivity, morale, and trust can be enhanced – or plummet. Start on the right track with an accelerated, positive transition. The situation you face can be tricky!
That’s the investment and the benefits that can be realized with Transitional Leadership Coaching. Research on the impact of leadership changes conducted by the U.S. Navy, which typically installs new Commanding Officers every two years, revealed that productivity would typically sag for up to six months as people adjusted to a new CO. The Navy couldn’t afford a unit operating at less than peak efficiency and effectiveness twenty five percent of the time – and neither can your organization. Transitional Leadership Coaching gets you and your team up to speed as quickly as possible. Transitional Leadership Coaching takes the pain, perils and pitfalls out of your leadership transition. It begins with a meeting to explore your unique situation. Next comes a powerful one-day workshop tailored for the specific situation. A follow-up meeting a few weeks later determines what (if any) “course corrections” should be made. Set the stage for success by circumventing months of speculation, adjustments and false steps forward. Transitional Leadership Coaching dramatically reduces the time it takes for people to learn what they need to know to work effectively as a team. I focus on the strategic and tactical level – clarifying big picture topics like vision, goals and current challenges, and the so-called “small stuff,” like the ground rules for calling people after hours, how people like to receive information, how people should approach you if they think you are making a mistake, and so on. Without this information, people “fill in the blanks” during off-line conversations that distract everyone and interfere with productivity. Getting started on the right foot pays enormous dividends immediately. You need to know the first thing most people do when a new person takes over – and how that can derail your transition. You need to know:
Leverage the “window of opportunity”
FAQs Are there necessary conditions for this process to succeed? Yes. You need to believe in the process and be willing to participate. The team needs a day away from work. You and I must be a good fit and share the accountability for the success of the process. Can it work on any level of the organization? Absolutely – from CEO to cross-functional team leader. Does the out-going leader need to be involved? No. Under ideal conditions, it can add a positive dynamic, but it is not required for the process to succeed. When is the best time for TLC? The process works best during your first two months on the job, but the closer to the actual date that you assume your responsibilities, the better. Does my boss have a role to play in this process? Yes. It’s important that your own boss actively supports the process. Can’t I simply run my own transition meeting? Actually, new leaders often try to do it on their own. The question only you can answer is - do you know how to overcome these obstacles? • Distrust and lack of candor • Hidden agendas • Resistance, reluctance or rebellion • Participating while facilitating Getting started… The first step is a free consultation. Call 619-497-1937 or email garywinters@cox.net. Some clients prefer the standard program which includes an initial one-to-one coaching with the new leader, a tailored one-day workshop with the team, and a follow-up meeting. Others choose the premium program which includes all the above plus confidential interviews with the new leader’s boss and each member of the team before the workshop. An individual program is available for leaders with unusual circumstances, such as team members who live and work in remote locations. Thanks, Gary! My transition workshop was quite a success. I was facing
two challenges – I was new to the organization and new to the team. I
like how you met with all of us before the workshop, got our input, and
designed a program for our particular needs. We ended the day a more
cohesive group, and I got a terrific head-start. I truly appreciate
your personal, pragmatic approach. Casey McCann, Assistant Community Development Director Gary, I wanted to let you know how we’ve been doing since the transition workshop. Based on the dialogue, I now have a list of four major “commitments” along with detailed action items. I really got a lot out of the process. The information flow has really blossomed and we’re all feeling much more comfortable with each other now. Teri Ferro, Director of Financial Services |
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