A new management role
The transition needs a clear mandate, decision boundaries, new relationships with the team and a different use of the expertise that led to the promotion.
People & Leadership Development
People grow. Organisations evolve.
We work with the people who make the organisation function: responsibility, leadership, collaboration and professional capability are developed in relation to role and business context.
Leadership takes shape in real work.
A management role is tested through decisions, relationships and day-to-day responsibility. Development starts from the mandate and organisational context, not from a generic leadership model.
A manager caught in operations
When operational work consumes the role, delegation cannot be separated from workload, team structure, priorities and conflicting expectations.
Leadership, authority and stakeholders
To build authority, handle difficult conversations, lead the team and work across stakeholders with different priorities, without confusing formal title with real influence.
Areas of work
01
Manager development
- New roles and additional responsibilities
- Delegation, feedback and assertiveness
- Team management and day-to-day priorities
- Communication with stakeholders and internal counterparts
02
Executive coaching
- Individual work for managers, directors and business owners
- Development objectives connected to role and business context
- Support through role transitions and professional decisions
- Confidentiality of session content
Coaching addresses professional and role-related objectives: it is not psychological consultation or therapy, and remains separate from employer assessment.
03
Team development
- Collaboration and the quality of working relationships
- Communication and conflict management
- Individual responsibilities and commitments within the team
- Ways of working aligned with team objectives
04
Company workshops
- Work for management and professional groups on agreed themes
- Sessions built around real situations within the organisation
- Leadership, collaboration and people management
- Working materials that remain useful after the sessions
05
Assessment and development tools
- Assessment of development needs
- Choice of tools based on the goals and people involved
- Discussion of findings, priorities and next steps
- Clear boundaries from company performance assessment
06
Professional development and change
- Professional skills for people outside management roles
- Practical support during organisational change
- New responsibilities and changes to day-to-day work
- Everyday behaviours required by the new organisational arrangements
The other pillars
Each area has a defined scope. Where a question calls for several disciplines, the work is coordinated.
Employment Advisory
Payroll and personnel administration, contracts and employment relationships, employment cost, industrial relations and the implications of organisational change under Italian employment rules.
Find out moreOrganisation & People Advisory
Organisational design, roles and responsibilities, processes and ways of working, digital tools, objectives and performance review systems.
Find out moreFAQ
Frequently asked questions
Who sets the objectives of the work?
The company and the people involved define objectives and scope at the outset, including what is shared and what remains confidential.
Are executive coaching and development the same thing?
No. Coaching is one possible tool. Depending on the need, the work may also use workshops, team development, assessment and other development interventions.
Is the work only for managers and directors?
No. It may also involve teams and professionals outside management roles where the objective fits their role and the organisation’s requirements.
What results can be expected?
The programme works towards goals defined together and translates them into greater awareness, practical tools and concrete behaviours, with review points along the way to observe progress and recalibrate the work when needed.
Contact
Let’s talk about what your business needs.
Tell us about the issue your business is facing. In our first conversation we discuss what work might be useful.