There is no standard 12-session curriculum. We work on the issues that matter as your transition unfolds. Before you join, that might mean clarifying expectations, understanding the mandate and planning how you will enter.
During the first few weeks, the focus may shift towards your manager, stakeholders, your inherited team, organisational dynamics and what you are learning. Later, we may concentrate on priorities, early wins, influence, difficult relationships, strategy, execution or recalibrating your original plan.
Typical areas we can work on include:

• defining what success actually means in the role
• building your first 100-day transition plan
• deciding what to learn before taking action
• establishing a strong relationship with your manager and other critical stakeholders
• understanding the informal organisation, influence and power
• assessing and taking up leadership of an inherited team
• selecting priorities and appropriate early wins
• navigating organisational politics, resistance and competing expectations
• managing your reputation and first impressions
• working through uncertainty, confidence and the psychological demands of a new role
• managing probation or confirmation effectively
• adapting your plan as you discover what the organisation really needs
  

You will not work through all of these topics.

Your role, organisation and live challenges determine the coaching agenda.

The program provides 12 hours of one-to-one coaching, normally used across the transition period.

We do not have to divide those hours mechanically into twelve identical meetings.

We agree the rhythm around your role, starting date, probation period and what is happening in the organisation.

You might use more support at important moments and leave more space when you need time to act, observe and learn.

The objective is not to complete twelve sessions.

It is to help you make a successful transition.

A strong transition plan needs to take account of several different clocks at the same time.
There may be a 100-day onboarding expectation, but your actual probationperiod could be three or six months.
You may also have joined halfway through the organisation's performance year and inherited objectives you did not set.
At the same time, you may be taking responsibility for strategies, projects and relationships that extend over several years.
And there is another question:
When does the organisation expect you to stop learning the role and become a net contributor?

We consider these different time horizons together rather than treating the first 100 days as an isolated exercise.

You will also receive access to my extensive New Role Transition resource library.

It contains practical guidance, frameworks, exercises and tools covering issues such as joining a new organisation, working with a new manager, stakeholder relationships, leading an inherited team, influence, strategy, early wins, organisational dynamics, probation and personal transition.

You do not need to work through it as a course.

Instead, we draw on the resources that are useful to you at the point when they become relevant.

Personal coaching when you need judgement. Practical resources when you need to work something through between conversations.

Sometimes the transition itself creates unusual challenges

• You may be succeeding a highly successful predecessor or cleaning upafter someone who failed.
• You may be replacing your former boss.
• You may suddenly be managing people who were previously your peers.
• You may be moving into a country, function or culture you do not yet understand.
• Your predecessor may still be in the organisation.
• Your reporting line may be ambiguous.
• Your manager may not have clearly defined what success looks like.
• Or you may discover that the role you joined is not quite the role that was described during recruitment.
  
  These are precisely the situations where an independent thinking partner can be particularly valuable.

I combine executive coaching with first-hand experience of leadership, organisations and organisational change.
I have spent much of my career working with senior professionals across different organisations, industries and cultures. I also teach leadership, organisational behaviour and personal effectiveness to experienced managers and Executive MBA participants.
That means our conversations can move beyond generic onboarding advice.
We can work with the actual organisational system you are entering: the people, politics, expectations, relationships, decisions and leadership challenges you are encountering.