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Co-development, Mentoring, and Leader Communities

Developing the cohesion of Executives is a critical condition for maintaining the vision and commitment of the Executive Team and of all company managers. Executives are the role models of the company's dynamic - if they cooperate among themselves, company managers cooperate. However it can be " lonely at the top." It is often more difficult to talk about personal leadership challenges with the CEO or General Manager than to talk to peers or employees.

 

Co-development

Turningpoint Co-development is a collective intelligence, cooperative process that brings together a small group of leaders, each identifying a " key challenge " that will initiate personal leadership development. Our approach to co-development is both intuitive and analytical and draws upon participants' creativity.

Challenges

You need to accompany a major strategic change, strengthen company culture, break down barriers between business units, functions, and geographic locations.

You want to strengthen the performance of your organization by creating a collective reflection dynamic among your executives and managers to develop their leadership.

You want to offer your executives and managers a time of revitalization and a time to share with their peers in order to avoid feeling isolated and to shed light on different challenges they encounter - all within a framework of confidentiality, goodwill, trust, and mutual support.

Impacts

  • Your executives discover the impact of collaboration and the manager-coach role. 

  • They realize that others face similar challenges, that they are not alone.  

  • They gain new insights and decide to change certain practices and behaviors, as well as develop their commitment and that of their teams.

  • Together they take a step back, look towards the future, identify concrete plans of action to develop their leadership, their business their performance and that of their teams. 

  • They learn to be agile: they examine their challenges from other angles and examine their "blind spots."

  • They develop their network within their company.

Approach

  • An original approach that takes place in groups of 5-6 participants, each with a designated coach
  • A specific time dedicated to each participant
  • A well-defined and guided method for explaining one's leadership challenge, receiving feedback and insight from peers, and expressing principle realizations and actions to take
  • An in-depth process over time, each group meets between three and six times over a period of 2 months to 1 year.
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Mentoring

Mentoring is an open and honest support relationship between two people. Thanks to significant experience and seniority, the mentor helps the mentee with hisintegration into a new role and helps lay the groundwork for long- term success. Turningpoint helps to create these pairings, provides support and training for mentors, aids in the development of the general mentoring plan, and advises on communication and facilitation strategies formentoring groups.

Challenges

You want to accelerate the integration of your younger managers into a large organization, all the while respecting his codes and values.

You hope to strengthen and share a leadership culture specific to the company.

You wish to create more business synergies,operational cooperation, and career mobility between post, entities, subsidiaries who do not often cooperate.

You want to develop in your executives the capacity to be able to take things into perspective, to question, and to support the development of High Potentials.

Impacts

Benefits for the mentee

A better integration into the company, capacity building to affront tensions and difficulties, maturity development, tools for managing complex project or transition situations, a better understanding of the company's diversity, and identification of ways to improve and develop personal performance.

Benefits for the mentor

Contribution to the long term success of the company without personal gain, personal enrichment through the discovery of talents in other professions, capacity building in development and support through an experience of listening and questioning, perspective on personal professional experiences, and a better understanding of the realities facing lower-level managers.

Benefits for the company

Managers who make a smoother transition into the company, the development of capacities and loyalty of those with high potential, the fostering of a leadership culture attentive to employee needs by proposing sessions with high added value, and the strengthening of networking between organizations and professions.

Approach

  • Proposition and creation of mentoring duos
  • Support and formation for mentors
  • Advice for the implementation of a global mentoring plan
  • Communication and facilitation strategies for mentoring groups
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Leader Communities

Creating leader communities, especially in complex business contexts, positively impacts the leadership culture, gives way to cooperation, and provides the opportunity for each executive to develop and grow in his own leadership capabilities along with his colleagues.

Challenges

You understand that the cohesion and coherence of your executives is a critical condition for maintaining the vision and commitment of the executive committee and of all managers.

You know that the manner in which your executives cooperate will also impact the cooperation between teams.  Executives are the "role models" of the leadership and cooperation dynamic that they want spread throughout the company.

And, you know that executives can experience real solitude - "it's lonely at the top." It can be just as difficult to talk about personal leadership challenges with the president or director general, as it is to talk to peers or employees.

Impacts

To respond to these challenges, we create and facilitate "leader communities" within large Groups which, in complex and uncertain business situations, become a condition of high-performance.

This intense experience, facilitated by our senior coaches, creates deep and meaningful relationships between executives who dare to open up to each other and grow together.

The sessions continue over time, allowing cooperation and camaraderie to flourish within the Group : instead of viewing a co-executive as a competitor, I see him as a partner, with his strengths and weaknesses, and who, like myself, is trying his best to develop his business and teams. 

This process allows the creation of a leadership development dynamic in the executive committee and allows the leadership culture of the whole organization to evolve.

Approach

  • Reflection and conception of a "leader community" plan
  • Implementation of a communication strategy vis-à-vis the executives
  • Coaching of individuals and small groups of leaders
  • Facilitation of events and special meetings with other leaders, artists, and philosophers
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