Who we help
Help new leaders get up to speed.
Give newly hired and newly promoted managers a structured way to learn the role, practice essential skills, and review their progress in real work.
Book a call30-minute Zoom conversation.
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 rather than covering leadership in general.
- 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.
How it runs
Classes build the skill. The app keeps the next action visible between sessions. Coaching helps the leader apply it to the situation actually in front of them. All three point at the same development priorities, agreed at the start.
What the sponsor does
This is not a course you send someone on. The manager above the participant agrees the starting priorities, sees the development plan, and joins the progress review. Without that, a leader practices in private and nothing in the organization changes.
Internally promoted and externally hired are not the same
Someone promoted from within knows the work and the people, and has to change a relationship. Someone hired in knows how to lead and has to learn the place. We scope the two differently rather than running one transition program.
What an engagement covers
| Who it is for | Newly hired and newly promoted supervisors and managers. |
|---|---|
| Scope and timing | Agreed on the call, against the leaders you have and the change you need. |
| Classes | Practical sessions on the situations the role brings. Format and cohort size scoped with you. |
| App access | Arranged as part of the engagement. There is no separate subscription. |
| Coaching | Individual or small group, allocated to the engagement. |
| Deliverables | A development plan, the application work behind it, and a progress review. |
| Next step | A 30-minute call. Commercial terms are discussed privately. |
Questions we get
How long does it take?
That depends on how many leaders, where they are starting, and what has to change. We scope it on the call. We do not sell a fixed number of days, because the same program applied to a first-time supervisor and to a director with ten years of habits is not the same piece of work.
Do you work with one leader or a group?
Both. A single leader gets targeted work; a group gets a cohort, which has the advantage that they practice on each other before they practice on their teams.
What does the leader see that we do not?
Coaching conversations are confidential. The development priorities, the plan, and the progress review are shared with the sponsor. We agree those boundaries before we start rather than discovering them halfway through.