The Warning Signs
The Warning Signs You're Probably Already Seeing
Most leadership gaps don't show up in a report until the cost has already piled up. They show up earlier, in what you hear, see, and feel.
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The same complaint keeps coming from different employees on the same team.
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Your best people leave quietly, with a generic reason and no warning.
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The room goes quiet. Teams that used to debate now wait to be called on.
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New managers stop asking for help. It isn't confidence. They're afraid asking means the promotion was a mistake.
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One manager's name keeps showing up in exit interviews.
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You can't name who's ready for your next leadership role.
If two or more sound familiar, the problem isn't your people. Nobody taught them how to lead.
70%
Managers account for at least 70% of the variance in team engagement.
Source: Gallup
44%
of new managers say they felt unprepared when they stepped into their role.
Source: micro-learning platform Grovo
The Questions You're Already Asking
When we talk, we walk through each one with real numbers. It's a conversation, not a pitch.
Should we build it internally or bring in a partner?
Most organizations blend internal ownership, for context and continuity, with an external partner for the objectivity, bandwidth, or specialized expertise they don't have in-house. The right mix depends on urgency, budget, and how much internal capacity actually exists once the day-to-day workload is accounted for.
Where do implementations go wrong?
Usually in the process, not the content. The workshop material is rarely the reason leadership development doesn't work. Missing segmentation by leadership level, executive sponsorship, reinforcement after the training day, before-and-after measurement, or a real partner behind the work is. That's why the process matters as much as the program.
What is this actually costing us?
Replacing an employee typically costs one-half to two times that employee's annual salary, and 52% of employees who quit say their manager or organization could have done something to prevent it. (Gallup) When we talk, we put real numbers to it for your organization.
What should we budget?
Budget by manager, not by headcount. Then compare it to the cost of doing nothing: a single preventable departure, at one-half to two times that person's salary, can cover a meaningful share of a full year of development. When we talk, we walk through the real numbers for your organization.
Does this really have to happen now?
Nothing about this problem gets cheaper, easier, or faster by waiting. Only 20% of HR leaders say they have internal candidates ready to fill most of their critical leadership roles. (DDI) The people it's costing you are already leaving, and the pipeline meant to replace them is already thinning.
For Their Leaders
A primer that equips the people who manage your new managers to coach them through the first year.
Focused Session
Focused sessions built around what your managers need most, shaped by a survey of your own team.
For Organizations
A Permanent Solution, Not a One-Time Event
Signature Program
New Leader Lab™
Four half-day sessions for cohorts of 10 to 20 new managers, online or in person. Every participant leaves with a personalized 90-day Leadership Implementation Plan. Optional group coaching keeps momentum going for four more months.
Authentic Leader™ Workshops
Support for the Leaders of New Managers
How an Engagement Works
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03
04
05
Exploration
Co-Design
Delivery
Implementation
Impact Analysis
We find which warning signs are showing up, and where.
We build the program around your managers, your language, and your industry.
Interactive sessions your managers actually want to attend.
90-day plans and coaching prompts for each manager's own supervisor, so it sticks.
A debrief with what we observed, what it means, quick wins you can act on yourself, and recommendations for what's next.
Engagement
What Changes When You Get This Right
What Our CLients Have Seen:
What Participants Say
"New Leader Lab is having a lasting impact on me, not just professionally, but personally too. It's helping me become more self-aware of where I am as a leader and where I want to be. I feel more empowered to lead with intention, especially when it comes to setting goals and having meaningful conversations with my team."
Ashley Martin
AVP Branch Manager, C&F Bank
+8 pts
on Employee Development on employee engagement survey
91%
of those participants rated the facilitator "Excellent"
+20%
retention of key leadership roles
117
at one client, participant evaluations had zero negative feedback forms
"The First-Time Managers Summit provided me with the framework I have been looking for and that fits how I lead my team. It helped that we had a small group so that we could receive one-on-one attention about real-world examples."
Will Hopkins
VP of Operations, Reliable Payments
245+
leaders trained at one client site over four years
1 + 3
one client grew from one group to three additional cohorts
