IMPROVING PERFORMANCE. ACCELERATING SUCCESS.
Research reports that including one-to-one development, either as coaching, mentoring or a mixture of the two, will increase take up on new behaviours and skills by 80% (see article). As many as 40% of newly appointed leaders fail within the first year. With competition and customer demand increasingly growing, organisations cannot afford for leaders to derail or jeopardize their business. They need swift, positive outcomes whether their leaders are new to the business or role, or having to adapt to a transformational change in an existing role. We can help.
‣ LEADERSHIP TRANSITIONS
Our leadership transition programmes support all areas of leadership change, whether that is supporting your newly appointed leader, your outgoing director or your organisation in succession planning for critical appointments. Whilst we support different areas of the business, our goal remains the same: to reduce disruption to the organisation brought about by a change of leadership.
‣ SENIOR ONBOARDING
Our process, which can work alongside the recruitment process or as a standalone service, aims to reduce the negative effects of change and ensures that no further recruitment costs are incurred by supporting your new appointment to be as successful as possible. Companies who show this level of support and investment in their new employee enjoy increased staff retention rates and higher staff satisfaction.
‣ SENIOR OUTPLACEMENT
Leadership outplacement is undertaken by organisations who value their employees and who wish to provide support to individuals who are leaving the business, whether through redundancy or mutual agreement.
Collingwood doesn't offer a standard ‘one size fits all’ outplacement service. Our support is delivered on a bespoke basis and starts by understanding the individual’s specific needs before a strategy is developed. Whilst the programme itself is bespoke, its foundations are built on supporting the following areas:
- Building self-awareness - look at core behaviours and values fit
- Understanding the job market – how does today’s job market operate?
- Self-marketing – understanding and developing a self-marketing strategy
- Practical guidance – CV preparation, interview guidance, creating a LinkedIn profile
Every boardroom in the country has a plan for the future, but few boards have actually created a plan when it comes to the succession of their executive team. Board members may well have an idea of who would step into whose shoes but unless the plan is agreed, documented and owned, this remains just an uncommunicated idea.
Collingwood work with boards and executive teams to help ensure that the company’s ambitions don’t suffer when an executive director leaves the organisation. A working plan also helps a) the board assess if its current leaders need to develop further the right capabilities and behaviours to lead the organisation to the next level, and b) creates a culture that fosters future leaders, which is vital in retaining talent.
Maybe there is a need for standalone coaching and/or mentoring to address a crisis point or develop to a specific urgent outcome, or there may be a need for tailored individual development to support a larger transformation programme. Either way, we can create an executive coaching and/or mentoring programme to support you along the way. Research (see our strategic leadership development white paper) shows that 70% of development should be ‘on-the-job’ with 20% focused on developmental relationships, including coaching and mentoring. We can help you to create an approach to behavioural change which works. Visit our approach page to see how we work together with our clients.
“A really supportive start to a new role. Coaching support is vital in a leadership role in the first six months. The Hogan assessment instilled awareness of traits and the regular sessions helped to keep focus and challenge approach in a neutral environment. This framework, as an introduction to a new role, is excellent and incredibly beneficial to not only the individual but the organisation also.”
UK MANAGING DIRECTOR - visit case study