Benchstrength Assessment Workshop
Leadership Transitions
BenchStrength Assessment Workshop
Communicate in “BenchStrength Language” to consistently select,
develop and retain exceptional talent.
Some basic rules of the game:
-
You only field a winning team when you have great
BenchStrength.
-
You only build your
BenchStrength when your organization has a
“common language” to accurately assess and discuss human
behavior.
-
You create this common language when your people know how to
consistently use and communicate together in
BenchStrength
Language.
BenchStrength
is an
essential component
of an organization’s selection, development, succession and
retention of exceptional talent.
In our proprietary, one-of-a-kind
workshop you will learn:
-
To create and use a
BenchStrength Language
that is specific,
unambiguous, manages bias and is behaviorally accurate.
-
How to use BenchStrength
Languaging between individuals or in
groups to substantially increase the efficiency and
effectiveness of selection and/or succession discussions.
-
To use
BenchStrength
Languaging to add greater levels of
proficiency to your:
-
Behavioral interviewing
-
Selection decisions
-
Coaching sessions
-
Development plans
-
Retention programs
We have delivered this powerful workshop as
a one-day awareness learning session as well as an off-site for
executive teams seeking to build their collective
BenchStrength
Language. This is an OD intervention that can
be customized to fit the learning needs of your organization and
workgroup.
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Leadership Transitions
“It isn’t the changes that do you in. It’s the transitions.”
Transitions, William Bridges
Change is not the
same as transition. Change is situational and is present in the
new location, the new leader, the new policies and the new
merger. On the other hand, transition is the psychological
process people go through in order to manage new situations.
Change is external. Transition is a powerful internal process
that ultimately will determine if the change is successful and
permanent.
“Transitions begin with letting go of something.”
Managing
Transitions, William Bridges
When a new leader
is brought into a workgroup, it may be perceived by the organization
as a “good change”. But even with good changes, there are
transitions that force the workgroup to let go of familiarity
and routine. To face endings and losses. Failure to identify and
be ready for these endings and losses is damaging to the
productivity and performance of both the workgroup and the new
leader.
Research provides us with this valuable information:
-
Transition of a new leader into a workgroup can create
“downtime”, or sub-optimized performance, lasting from 6 months
to two years.
-
When a workgroup experiences a new member or a new leader, the
group dynamics will, unless proactively managed, “regress” to
their initial “forming” stage of development. This is a time
consuming and nonproductive realignment within the group.
Our intensive program, Leadership Transitions, has two target
goals:
1. To significantly reduce the downtime of transition.
2. To manage the group’s dynamics to minimize group-regression.
Our Leadership Transitions
program saves dollars, time
and optimizes the invaluable, intangible cohesion between
leaders and workgroups. We believe so much in this program that
we guarantee its success.
Leadership Transitions
is a great ongoing compliment to
your organization’s current executive on-boarding processes.
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