Executive Springboard LEAP Process
We individually tailor each executive's assimilation process, based on their personality and the circumstances they face. But in all cases, Executive Springboard engagements use the same framework, called LEAP.
The LEAP process has four elements that all interact and create a feedback loop:
The LEAP process has four elements that all interact and create a feedback loop:
Learning.
The executive learns about their role, the industry, the company, its culture and its influencers. They are guided through a discovery process, encouraged to write a journal and to explore implications of what is uncovered.
Engaging.
The executive interacts with stakeholders, getting to know their own team, their boss, their colleagues and other key opinion leaders. We use a phased approach to developing ripples of relationships and that help the executive to understand the needs and motivations of those with whom they work most closely.
The executive learns about their role, the industry, the company, its culture and its influencers. They are guided through a discovery process, encouraged to write a journal and to explore implications of what is uncovered.
Engaging.
The executive interacts with stakeholders, getting to know their own team, their boss, their colleagues and other key opinion leaders. We use a phased approach to developing ripples of relationships and that help the executive to understand the needs and motivations of those with whom they work most closely.
Adapting.
The executive will begin new roles with 90-day plans. Through learning and engagement, they will recognize what parts of the plan needs adjustment. They will also assess whether their teams and colleagues are receiving and responding to messaging as intended. They work on social-awareness and the steps needed to gain co-worker alignment.
Performing.
The executive establishes milestones that allow them to gauge their progress against goals, objectives and strategies. They are held accountable for these milestones and they establish new metrics, as the implications of learning and engaging suggest new courses of action.
The executive will begin new roles with 90-day plans. Through learning and engagement, they will recognize what parts of the plan needs adjustment. They will also assess whether their teams and colleagues are receiving and responding to messaging as intended. They work on social-awareness and the steps needed to gain co-worker alignment.
Performing.
The executive establishes milestones that allow them to gauge their progress against goals, objectives and strategies. They are held accountable for these milestones and they establish new metrics, as the implications of learning and engaging suggest new courses of action.