Getting Results with IMPACT

What’s it like to work with Vescent?

We follow a process we call IMPACT:

Initiate: Get to know each other, your company and people, and the presenting challenge.
Measures with Meaning: Discovery phase, where we learn what matters and gather preliminary information.
Plan: Establish mechanisms, milestones, and timeline.
Advance: Begin the engagement, earn the client’s trust to move it forward in partnership.
Contribute: Make gains and adjustments, continuously evaluate, assess progress and process throughout engagement.
Transition: Determine outcomes and value, help the client fully settle into the new normal.

Outcome Sketches: Vescent and Our Clients

A savvy non-profit organization with global operations recognized the imperative – and challenge – to grow in an increasingly complex world. Augmenting executive capabilities would take several years, yet promote-from-within fit the winning approach for continuity and risk mitigation.

The company had previously identified high potential junior executives. We mapped candidates to prospective executive level roles and targeted capability gaps. Select leaders received 1:1 development coaching tailored to their situations. These engagements lasted 12-16 months. Aggregate data indicates clients nearly doubled their proficiency in their stated executive development areas by the end of coaching. Moreover, those who subsequently earned a promotion and engaged in individualized transition coaching significantly shortened their ramp-up time in their new roles.

In a multi-year relationship, we worked with a professional services firm that provides services in North America and Europe with operations in India and South America. This client was challenged to nimbly evolve from a functional structure with US-centric leaders to a cross-functional, cross-cultural mindset and skillset. We consulted with the senior executive team to understand the vision and business strategy, then proposed an entirely new succession management approach. Executives aided in rolling out processes and practices. We jointly identified a handful of key roles and developed success profiles. The updated practices were elevated by more rigorous evidence and stronger proven methodology.

The company effectively realized gains on several key talent metrics such as the number of ready now successors, bench strength, cross-functional fill rates, retention of high potential talent, and development of extra US-based leaders. Internal succession management was carefully blended with an engineered plan of leadership talent brought in from outside the organization, effectively mitigating business risks while driving business results.

A medical devices company saw a need to quickly develop their leadership skills in a particular business unit. We quickly prioritized senior and mid-level leaders as critical to achieving the business strategy in a crowded competitive landscape. Our tiered plan provided senior leaders both 1:1 and team coaching to support individualized development and enterprise leadership. We carefully navigated client confidentiality to create alignment with the mid-level leaders reporting to them. These leaders received team coaching and self-paced development to advance business results and mobilize their teams in concrete ways.

The outcome was a cohesive leadership team that exceeded performance expectations and experienced much stronger engagement by the end of our work together. The development approach became a retention lever in an otherwise “talent fluid” industry.

An international energy concern embarked on a plan to drive enterprise thinking among future executives. To do so, they sought to manage cross-functional assignments with placements that would achieve projected company results. They needed an executive selection process that would fit their strategic parameters.

In consulting with the hiring senior executives, we determined current and future positional requirements as well as leadership gaps on the peer teams. Senior executives were able to make savvier talent decisions and investments driven by the strategy. In many cases, we provided development coaching and transition coaching services to the high potential leaders, resulting in greater readiness, stronger business continuity, and more rapid integration.

In a team coaching engagement, a department of the US federal government experienced excellent relationships with their constituencies but struggled with other departments and government stakeholders. While they prized their expertise and their ability to champion community interests, they felt colleagues viewed them as insular misfits. Through a team 360 and stakeholder interviews, we were able to use data to scope how accurate and representative that reputation truly was, cultivate a desire for greater partnerships, and create a shared internal messaging plan.

During the coaching process, there was a noticeable shift from finger pointing to learning and ownership. These gains were also reflected in the follow up-assessment to team coaching. Stakeholder interviews at the end of the engagement further reflected more open colleague partnerships, greater understanding of the team’s role by other teams, and stronger engagement with the team by other departments.

Getting Results with IMPACT

What’s it like to work with Vescent?

Outcome Sketches: Vescent and Our Clients

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