Schachter Consulting

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Helping Leaders and Their Teams

Why Schachter

At Schachter Consulting we understand what you go though in trying to move your organization forward. We’ve been engaged in companies like yours for over 15 years paying close attention to how they work at and near the top. Consequently, we’re expert at tuning the connection between your business objectives and the individuals and groups charged with driving them.

Leadership is parts substance & style, science & art, technique & inspiration. First, it takes an understanding and mastery of the mechanics of managing people. Planning, organizing, directing and controlling. The discipline of execution against goals. Next, it’s about leading freethinking people to buy into a desired future and devote creative energy to bring it closer. Envisioning, mobilizing and delivering. Getting stuff done through people.

So, why call Schachter? We know the predictable challenges. And, we have designed offerings to help where you’ll need it. Here’s what we’re talking about.

Critical Leadership Transitions

Critical Leadership Transitions

  • On-boarding a new executive for early traction
It’s not easy for new hires coming from the outside to get assimilated into your organization. There’s much to learn about how things get done and through whom. Your aim is to cut by half —or more—the time necessary for your new hire to be fully contributing.
  • Supporting a key promotion
Many internals are neglected once promoted through their organizations. It’s easy to think their institutional knowledge readies them for the new gig. The reality is that these execs need to renegotiate boundaries, relationships and unfamiliar terrain.
  • Developing high-potential leaders
You’ve made a commitment to Talent Management. That’s great! Identifying future leaders rarely suffices on its own. Let’s just acknowledge it; this generation has higher expectations. If you don’t actively develop them, they’re likely to find a competitor who will.

“Finishing School”

“Finishing School”

  • Helping a talented technical expert become a senior leader
One of the most frequent profiles we see – particularly in Finance, IT, R&D and Actuarial – is that of the star technician who’s just been promoted into a leadership role. These talented professionals need support learning how to get past the “correct” answer and how to get things done through people. Read our full Case Study.
  • Enhancing the executive polish of a rough-around-the-edges performer
Some leaders are almost there. They know their jobs and the organization. They’re just not “ready for prime time.” You wouldn’t play them in front of the CEO or Board. They’re going to peak early if you don’t cultivate their executive presence and polish.

Realizing Senior Leadership Potential

  • Accelerating the learning of targeted skills
Sometimes you’re simply looking to a high performer to learn a new competency. The last one you sent to an expensive week of executive education at the Ivy B-School came back with a lot more new LinkedIn contacts, but no new discernable skills.
  • Preventing derailment of otherwise talented performers
There are talented execs – and, we all known several – who have a tendency to get in their own way. Sometimes it’s the wonderfully enthusiastic exec with the occasional temper or the perfectionist who can retreat into aloofness. Will they change without help?

Launching, Steering and Maintaining the Senior Team

Launching, Steering and Maintaining the Senior Team

Leaders of thriving teams get things done.

All too often a high performing team is a product of serendipity rather than forethought and design. Execs must learn to form teams with strategic focus and align them for collaborative execution. Moreover, they need to maintain them with the proper care and feeding.

Cascading Leadership Behaviors (learning for large groups)

Cascading Leadership Behaviors (learning for large groups)

As leaders tackle new strategies to adapt to external change with agility, it’s up to the successive tiers of management to get on board and execute. Execs need mechanisms to teach key competencies to emerging leaders and support the development of a common “leadership language.”

 

Visit our Capabilities page for how we help you solve these predictable challenges. Better yet, call us now at 212-332-7150 and schedule a free, no-obligation phone consultation with Gale Alexander to see if you qualify to work with Ephraim Schachter.

 

Ephraim Schachter Bio


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