Help new leaders get up to speed.

Where this usually starts

Most organizations promote their strongest individual contributor and assume the rest will follow. The work they were good at is not the work they now have, and nobody has told them what the new job actually asks for.

• A technically strong performer was promoted and the team has gone quiet.
• A manager was hired from outside and is still learning how decisions get made here.
• Several supervisors were appointed at once and each is inventing their own approach.
• A leader is working long hours because they are still doing their old job as well as the new one.

The habits we build

Five behaviors carry most of the weight in a first leadership role. We work on them directly.

• Setting expectations the team can repeat back without checking.
• Delegating with the authority and checkpoints that make ownership real.
• Giving feedback close enough to the event that it can still change something.
• Making decisions at the level of the role, and escalating the ones above it.
• Closing commitments, and saying so when conditions change.

Every leader starts somewhere different

Before the first class, each leader takes the P×E assessment. It measures how that person operates and what their role demands, then returns the skills where the two do not match, worst first. That list becomes their development plan, and it is the reason two supervisors promoted in the same week usually get different first priorities. The classes, the coaching and the app all point at it.

What runs across the ninety days

Everything below works the priorities agreed at the start.

• Eight group classes, 90 minutes, one a week. Leadership fundamentals, styles and behaviors, worked against your own company’s values.
• Four individual coaching and assessment sessions, 45 minutes, one a week once the classes finish. The leader takes the material to the problem in front of them that week.
• The app in between, holding their priorities, the demands of their role, and their next action.
• One thing to practise in their own team each week. The next class opens with what happened.

What you do as their manager

This is not a course you send someone on. You develop them; we measure where each leader is starting and teach the material. These four things are yours.

• You agree each leader’s starting priorities before the first class, so the ninety days point at what you need changed.
• You get a team view: where each leader is, where their habits and their conditions do not match, and what to raise with them next.
• Three one-to-ones with us inside the ninety days, on what you are seeing from your side.
• You join the review, where each leader presents one problem in their team, what they changed, and the result.

Promoted from inside and hired from outside need different first months

Someone promoted from within knows the work and the people. The hard part is changing a relationship they already have, and holding a standard with people who were peers last month. Someone hired from outside already knows how to lead. The hard part is learning how decisions get made here, and who to talk to while a decision is still open. The assessment picks up which of the two you have, and the first thirty days are built around it.