6 months
Sprint programme
To secure the start.
- Reading the terrain and the culture
- Clarifying the mandate with management
- Choosing the first victories
- Stance and management style
Montreal · Quebec · Paris · online
Leadership Transition Coaching
For managers and executives taking on a new role, whether promoted from within or hired from outside, and for the organizations that welcome them.
A new role is a risk, for the person as much as for the organization. We support it over the real distance of the race: not just the first 100 days, but the first 18 months.
- 2 formats 6 or 18 months
- 4 steps from the start to implementation
- 1 coach dedicated and chosen
- In partnership with your HR team
Why so many leadership transitions fail
According to several studies, about four in ten new roles end in failure within the first eighteen months. Rarely for lack of competence: almost always because the race was misread.
- Graft rejection. Applying the methods that worked elsewhere before decoding the culture of the new terrain.
- The mandate misunderstanding. The person, their manager and the organization don’t share the same definition of success.
- Isolation. Support stops just as the heavy files arrive, around the fourth month.
What everyone gains
The person taking on the role
A dedicated coach of their choice, a confidential space and a four-step method to find their pace, set their priorities and build the right relationships.
Their manager
A well-prepared meeting on the role’s mission, objectives and priorities, followed by a shared six-month action plan.
Your human resources team
A partner who secures your recruitment investment, from internal moves to external hires, and avoids disappointment on both sides.
Two formats, depending on the distance to run
18 months
1500 metres programme
To cover the full distance of a leadership transition.
- The whole Sprint programme
- The month-4 dip and the first crisis
- The shift to deep transformation
- Anchoring lasting legitimacy
We choose the right format together, in a free, no-obligation initial conversation.
The programme in 4 steps
Each step combines personal work, prepared with short videos, and a one-on-one coaching session, in person or online.
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Prepare your onboarding
Personal work Organize how you take up the role.
Coaching session Mental preparation and preparing the action plan.
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Understand the organization
Personal work First-impressions report.
Coaching session Organizational structure and culture, adjusting the action plan.
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Clarify your mission
Personal work Review and diagnosis of the role.
Coaching session Mission, vision, ambition; preparing the meeting with management on objectives and priorities.
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Operational implementation
Personal work Objectives, priorities, planning, organization.
Coaching session Internal organization, management style, six-month action plan.
“Her advice was invaluable during my first days in my new role: it helped me find my pace, build relationships and set up an effective way of working. In a word: get off to a good start.”
“Her sincere commitment, her expertise and her knowledge of American and Canadian cultures are invaluable for anyone starting a new role in North America.”
On the blog
The leadership transition series
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New role: dealing with impostor syndrome
Just landed the role and wondering whether you deserve it? Where the impostor voice comes from, the 5 signs it has taken too much room, and four shifts to turn it into an ally.
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New role: quick wins, or how to choose your first victories without falling into busyness
What a quick win in a new role is really for, its four traps, and a method to find, choose, deliver and tell your first victories.
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Internal promotion: how to manage your former colleagues without breaking the relationship
Promoted to lead your own team? Why an internal promotion is harder than an external hire, the three traps that break the relationship, and a method to change your position in the pack.
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New role: the 30-60-90 day plan
How to build a 30-60-90 day plan for a new role: what to aim for in each phase, the deliverable at the end of each lap, and why your plan must look beyond day 90.
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Internal promotion vs external hire: two new roles, two strategies
Internal promotion or external hire: two opposite starting debts, two strategies. What each must do first, and the symmetrical trap that awaits both between months 6 and 18.
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Why 40% of new roles fail (and the 3 warning signs to watch for in the first month)
About four in ten leadership transitions fail within eighteen months, rarely for lack of competence. The three real causes, and three warning signs you can spot in the first month.
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Month 4 of a new role: the moment you are alone (and the 1500 metres begins)
Around month 4, support fades just as the heavy files land and the grace period ends. Why this dip is structural, and five ways to prepare for the lap everyone runs alone.
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New role: the first 100 days are not enough
Most failed transitions happen after the first 100 days, between months 6 and 18. Four principles for running the right distance.
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Leadership Transition Coaching: what to expect, how much it costs, who pays?
What Leadership Transition Coaching is (and isn’t), how it works in practice, typical fees in France and Quebec, who pays and how to ask, and five questions to choose your coach.
Frequently asked questions
How long does leadership transition coaching last?
Six months for the Sprint programme, which secures the start, or eighteen months for the 1500 metres programme, which covers the full real distance of a transition. Sessions are generally held every two to three weeks.
When should coaching start?
Ideally before day one, to prepare your arrival and clarify your mandate. But coaching can start at any time, especially around the fourth month, when internal support stops: see month 4 of a new role.
Who pays for the coaching?
Most often the company: in France, under the skills development plan; in Quebec, from training and talent development budgets. Duration, cost and how to ask for it are covered in our dedicated article.
Will my employer know what I say in sessions?
No. When the company is paying, the objectives are set in a three-way meeting with your manager or HR, but what is said in sessions remains strictly confidential.
Is coaching different for an internal promotion and an external hire?
Yes: someone promoted from within must first rewrite their image with people who knew them in their former role, while an external hire must first decode unfamiliar terrain. The race plan adapts: see internal promotion vs external hire.
Can I be coached remotely?
Yes. We meet clients in Montreal, Quebec City and Paris, and coach online wherever you are, between France, Canada and internationally.
Your coaches
A team to support you
Certified coaches with real business experience, in Montreal and Paris: choose the one you want to move forward with.
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Guillemette Moreau
Coach for executives and leadership teams
Montreal · Quebec · online
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Laure Pélissier
Executive coach and collective intelligence
Paris · online
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Christian Rocher
Corporate coaching and leadership
Montreal · online
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Nuria Pérez de León
Communication, collaboration and team management
Montreal · online
Let’s talk about your project
Thank you for your interest in our services. Tell us about the situation and we will get back to you very soon for a first conversation.
Canada +1 514 742 3590
France +33 6 63 16 26 68
info@coherencecoaching.pro