However, in some ways, 2024 was a hard year. The most successful Bluewater year ever meant I also traveled 22 weeks out of the year. Working with fabulous clients meant continuing to find ways to deliver the excellence we pride ourselves on while feeling stretched thinner than ever. Growing children come with their own unique challenges both for the kids and for the parents. As the year came to an end, I was tired. Pleased and proud, but tired. Typically, by early November, I’m focused on rounding out the year and have my sights set on the year ahead, my word of the year having become clear. But this year was different. This year, I kept my head down focused on what needed to be done but, in all reality, I found myself barreling towards the end of the year on “E” with my word of the year for 2025 nowhere on my radar, too busy to reflect or have much white space for clarity.

Thankfully, with a bit of time between Christmas and New Year, I had a few minutes to catch my breath. As I sat and thought about the entirety of 2024 and everything I wanted for next year, my word became clear:

Foundational.

While the new year is often about taking charge, making things happen and setting new goals, it’s very clear that 2025 will be a foundational year for me. If I’m honest, last year got away from me and I felt like a passenger of my schedule – I was at the mercy of my calendar more than I was in charge of it and it made me more reactive than proactive in many ways.

With such exciting things on the horizon ahead for Bluewater and for me personally, it’s very clear that I need to get back to the basics: the good habits, the planning and calendaring, the connection and intentionality that leads to long term success and happiness.

Over the holiday, I was reading a column sharing advice from everyday people across the country, filled with great nuggets like:

“Don’t just put things back. Put them away.” – Tracie McGinnity, Rochester, NY
“Does it need to be said? Does it need to be said by me? Does it need to be said by me, now?” – Astrid Moresco, Fort Collins, CO
“Don’t be the one to tell yourself no.” – Skye Verhofste, Des Moines, IA

But the one that stood out the most was from a gentleman named Johnathan Barry in Berea, KY.
“Some seasons you produce fruit, some seasons you prune, some seasons you let your roots grow deep.”

My main focus this year is growing deep roots. My energy and efforts will be focused on the everyday professional habits and priorities, along with a weekly family meeting, building sustainability and consistency for long-term success. Creating structure and recalibrating my attention and efforts that lead to growing a strong root system is crucial because without sturdy roots, a tree can’t grow as strong as its potential. We have big plans for Bluewater in the coming years so taking the time to build from the ground up for both Bluewater’s and personal and professional long-term success is what I have my sights set on in 2025. Sometimes the focus is growth but sometimes the focus is getting back to basics to get ready for that success.

What is important for you to focus on in 2025? What is your word of the year or what do you know is important for your success in 2025 and years to come? Share it with me at lindsey@bluewateradvisory.com. Happy New Year!

Lindsey Weigle,
Managing Partner

The post Back to the Basics: My 2025 Word of the Year appeared first on Corporate Training Providers -.

Confused, I checked back through the string of voicemails, calls, and texts exchanged. Sure enough, there wasn’t a single clear time given. There were multiple “suggestions” and “windows” tossed around, but no definitive answer. It was a classic case of unclear communication leading to unnecessary conflict.

Reflecting on this moment, I realized how often this same issue arises in the business world. At our recent training in Austin, one of the most impactful takeaways was this simple truth: clear is kind.

Clarity in Business Communication

As a small business owner, I see this play out every day. A customer will reach out with a question or request, and the first challenge is just figuring out where they sent it. Between Google Maps, Facebook messages, Facebook Business, Yelp, Instagram, Instagram DMs, text, email, and phone calls, it can feel like a scavenger hunt.

That’s why at The Bus Stop, we’ve worked hard to educate our employees and customers. We make it clear that social media is the easiest way to contact us, and we include our hours in every single post to avoid any confusion. When we provide clear guidelines, it’s not just for us—it helps our customers, too.

In the corporate world, the same struggles exist but are magnified. Communication gets lost between Teams chats, emails, in-person conversations, personal texts, and more. Many feel the need to protect themselves by sending every conversation in writing, but even that can get buried in the noise.

The Holiday Season and the Need for Clarity

With the holiday season in full swing, clear communication is more important than ever. This time of year brings extra activities, tighter schedules, and very real time limitations. Whether it’s coordinating events, planning gatherings, or managing work deadlines, being clear saves time and reduces stress for everyone involved.

If you think about it, a quick clarification—like confirming a start time or sharing a preferred method of communication—can make the difference between a smooth day and a frustrating one.

Setting Clear Expectations

When working with organizations on Personal Leadership Philosophies (PLPs), I always encourage leaders to be explicit about their preferences. For example, “I prefer email and will always answer between 8 a.m. and 5 p.m. on weekdays. I don’t respond to emails on weekends.”

Stating your needs—whether to your team or your family—can make a huge difference. It’s as simple as saying, “I prefer text messages” or “Please send me a calendar invite so I don’t miss it.” These small adjustments can reduce misunderstandings, save time, and foster better relationships.

The Power of Clarity

Between multiple platforms, personal communication, group texts, and casual in-person exchanges, it’s easy for things to get lost or misconstrued. Add in the extra chaos of the holiday season, and the stakes for clear communication get even higher. That’s why it’s so important to remember: clear is kind.

Whether it’s setting clear hours for your business, giving your team explicit guidelines for communication, or just confirming what time brunch starts, clarity can prevent a lot of unnecessary frustration.

So, as you navigate your day, ask yourself: Am I being clear? It might just be the kindest thing you do all day.

What are your thoughts on clear communication? Have you had any “brunch at 10” moments? Let’s discuss!

Brooke Schnorr,
Associate Consultant

The post Clear is Kind: The Importance of Clear Communication in Every Part of Life appeared first on Corporate Training Providers -.

Despite both of us having hiked all the trails, we have noticed that we never seem to recognize the same landmarks. How is it possible that we have both covered the same ground, yet our experiences are so different? It was not until a recent hike, when a family with their dogs made us alter our usual routes, that I had an “aha” moment.

Typically, I take a trail that veers off to the right, starting in the woods and ending in an open field. My husband, on the other hand, starts in the field and ends in the woods. This time, I decided to take his route and realized that we had been talking about the same locations all along—we had just been approaching them from opposite directions. Our differing starting points created perspectives that were essentially mirror images, and this led us to miss out on what the other person had seen.

This experience made me reflect on how often this happens in the workplace. It is not uncommon for employees and managers to struggle with understanding each other’s perspectives, even though they are navigating the same organizational terrain. We think we know the landscape because we are both in the same workspace, but the route we take—the way we approach our work—can drastically change how we perceive it. Sometimes, the path you take can literally block out landmarks that someone else sees clearly from their own vantage point.

This realization ties into a recent conversation I had with a client who owns a $150 million company and is part of the second generation in the family business. When I mentioned that her employees might see her as a celebrity, she responded, “Yes, but I am just me.” This sentiment struck a chord because it reminded me of similar discussions I have had with my local friend who owns a restaurant. She and her business partner often struggle with people’s heightened perceptions of them.

As Mark and Lindsey frequently remind me, “One’s perception IS one’s reality.” This notion is powerful and underscores how others’ views can shape our experiences, no matter how we see ourselves. It is a humbling reminder that, whether we are leading a major company or running a local business, people’s perceptions can have a significant impact.

Much like my husband and I hiking the same trail but seeing different things, these business owners and leaders are navigating the same organizational paths as their teams, but their views and experiences can be vastly different. It is fascinating to consider that, no matter the scale of success, people often do not realize how much their perception of others shapes their views—and in turn, how they are perceived by others.

In the workplace, as in life, understanding that there are different ways to see the same thing is crucial. By being open to exploring different routes—both literally and figuratively—we can gain a fuller picture and better appreciate the perspectives of others. Whether you are walking a trail, managing a project, or leading a company, remember that there is value in considering how someone else might see the world from their side of the path.

Brooke Schnorr,
Associate Consultant

The post Navigating Different Routes: How Perception Shapes Our Reality appeared first on Corporate Training Providers -.

Each time I’m lucky enough to vacation at the beach, my goal is to have my toes in the sand 45 minutes prior to the sun “officially” rising. There is something magical about this time of day. It is dark, quiet and still, and the rhythmic sound of the waves is the only thing complementing the fresh air. I walk the beach feeling as if I’m the only person on earth, the sky the darkest navy possible. As my walk continues and the sun graces me for the day, the most beautiful colors begin developing in front of me: blues, pinks and tangerine.  And if I’m lucky enough, puffy clouds expand the palette of colors in the sky. As my walk continues and the sun gets closer to its “official rise”, I begin to see more signs of life. People trickle to the sand in their shorts and sweatshirts, sleepy-eyed and barefoot. As the sun continues to peek its head above the horizon, a dozen people line the shoreline, phones in hand ready to capture the moment of beauty and a new dawn.

As I watch the migration arrive at the beach, I can’t help but think about all the beauty of the sky, and the quiet and stillness they have just missed. They arrive in time for the show but have missed the real magic.

As I see this reality unfold in front of me day after beach-walk day, I can’t help but think about how true this also is of life and business. We live in such a fast-paced, one thing to the next, trying to stay on top of it all world, it is easy to fall prey to the all-consuming pull to focus intensely on this year, this quarter, this month, this moment.

At Bluewater, we say the best sessions come from the best preparation. We pride ourselves on spending the time, energy and dedicated thought planning and preparing because this time and effort allow us to tailor content to our clients’ needs.  We see the difference it makes in session, and hear the meaningful takeaways this preparation creates for our attendees.

But if I’m honest, it can be difficult to prioritize that time and to balance the futuristic planning with the immediate demands pulling on me in the moment. The fires in front of me, the needs of those around me, the one more to-do calling for attention. Without intentionality and discipline, it can feel impossible to stay out of the right-now-needs of my inbox instead of creating the dedicated brain space and focus on that which needs my time and space to plan, strategize and grow.

I ask you: in this hustle and bustle world that so dutifully works to steal our attention and focus, and keeping us moving from one moment to the next, what are you missing out on? What could be made more impactful, more complete or all around better if you found ways to keep the “now monster” at bay and spent more time in the pre-planning hours instead?

They say the last mile is the loneliest, but my experience says the first mile is even lonelier, though offers beauty for all those willing to walk it.

Lindsey Weigle,
Managing Partner

The post The Last Mile appeared first on Corporate Training Providers -.

An hour later, as our program commenced and we delved into discussions about the attendees’ DISC reports, Carol surprised us with remarks which were in direct contrast to the CEO’s.  She confidently stated, “I need to share something with my report that I do not agree with.  My report says I am closed off and lack emotion.  This can’t be right.  I am very clear with my emotions.”

This contradiction wasn’t unique.  In fact, it occurs quite regularly with our clients.  But why?

As I have been sitting on these thoughts, I had my own similar moment that heightened my awareness.

“I really want to take my girls to New York City, but they’re petrified of the city, and I don’t know why?”, I lamented to my friend over coffee.

Her immediate response  “Well yes, you talk about how much you dislike large cities all the time!”  In my defense, I often mention visiting a different city, and looking back, my words are tinged with fear and negativity. While this is not a pleasant realization, it is very likely the reason my daughters have picked up on the perception that large cities are bad and scary.

Reflecting on these moments, I can’t help but wrestle with the nagging question: What am I conveying about myself to others that contradicts how I really feel about certain things?” And equally important: What falsehoods am I embracing as my truth?

These situations involving Carol, other clients, colleagues, and even myself prompt the need for profound exploration of self-perception and self-awareness. Is taking responsibility for our words enough? Should we go deeper and take ownership of every fleeting thought before it manifests into words? Are we accountable for the misperceptions of others based upon what we say?  Or do we need to acknowledge the distorted reality we might inhabit and seek the guidance of true friends and mentors to help us confront our falsehoods?  These are great questions to begin deeper examination!

As I work toward heightened self-awareness, I turn to the insights offered by my own Emotional Intelligence (EQ) assessments. My EQ report highlights the need to improve self-awareness and suggests several strategies such as seeking feedback from trusted individuals and daily reflection on strengths and areas for improvement.

As I embark on this journey of self-discovery and growth, I invite you to join me. Are you curious about how an EQ assessment can benefit you personally or professionally? Reach out, and let’s navigate this journey together. After all, understanding ourselves is the first step towards understanding others.

Brooke Schnorr,
Associate Consultant

The post I’m Not Like That! appeared first on Corporate Training Providers -.

In meeting after meeting we heard executives say, “We have a real problem in getting our next generation of leaders ready to take over because our senior leaders don’t have the time or the desire to mentor and train them. We have tried everything, and we just don’t know what to do but we know time is running out.” So, a year and a half ago, we set out on a mission to close the gap between those getting ready to retire and those who need to step into their shoes.  Eight months into our first cohorts of Bridge the Gap and I can proudly say, it is making the difference we intended (and you needed) it to make.

Here’s what we have learned from working with your leaders over the last eight months:

1. Leaders want to grow into the leaders they know they can become and that you need them to become.

Each session, we see leaders show up more engaged than they were the session before. Our discussions are meaningful and it’s clear that leaders are hungry to learn more about how to perform at the top level for their organizations.

2. Continual self-awareness, leadership support and strategic attention drastically increases critical and strategic thinking skills in leaders.

With consistent and intentional content, attention and discussion in each session, we see the leaders look more deeply at how they operate, what is working well in their leadership, where they need to grow, and develop a plan to grow in those areas.

3. What got you here, won’t get them there.

Our ever-expanding work environments, the continued growth of AI and the need for leaders to think more critically and adapt more quickly than ever is crucial to the future success of companies. We don’t know what the future will look like, but we know we won’t be dealing with the same issues leaders dealt with 15, 10 or even 5 years ago. Sharing legacy knowledge, experience and building support for leaders is critical to their success, but we also must help them grow into the leaders of the future. Pairing participants with a tenured mentor alongside an executive coach results in expanding their perspectives from what has worked in the past, growing legacy knowledge and skills while challenging them to look for future alternatives, new solutions and recognizing their areas of growth.

4. (Unsurprisingly) Dedicated time to working on development of leadership allows leaders to grow more quickly and intentionally in ways that matter.

It can be difficult for leaders to consistently find time to work on themselves, check their progress and hold themselves accountable. However, when leaders have scheduled time and a plan, we see their growth rapidly increase.

5. When you invest in leaders at the top level, they invest in the leaders below them.

Often times, younger leaders get a bad rap for not being willing to put in the work to grow themselves into leaders of the future. Our experience during Bridge the Gap says something different. We are continually impressed by the growth these leaders have shown, the dedication they are putting in to growing themselves and their teams, and the willingness to find ways to ensure their companies succeed now and in the future.

From our perspective, the future of leadership looks bright for those companies tackling their leadership transitions head on, making a plan and investing in their leaders. If you find yourself needing to prepare the next generation of leaders in your organization, Bridge the Gap may be just the program for you. Reach out to learn more about our next cohort that starts in July!

Lindsey Weigle,
Managing Partner

The post What We’ve Learned Watching Your Leaders Grow During Bridge the Gap appeared first on Corporate Training Providers -.

We prefer to define the two types of listening: 1) listening to respond and 2) listening to understand. Listening to respond is the one to which we most frequently default.  And it can be useful in some situations: What day was our meeting moved to? Tuesday. How many new customers did we acquire in Q1? 35. These are straightforward questions that need simple responses. Listening to respond can be perfectly acceptable in some situations. However, the problem arises when we use this default when we really need to be listening to understand. Listening to understand requires us to not only pause long enough to hear what the other person is sharing with us, but it also requires us to genuinely consider what the other person is saying. It requires us to stop and wonder if what the other person is saying could be true. It necessitates putting aside our own biases, opinions and most importantly, certainty of our rightness, to truly consider the other person’s perspective.

Think for a moment about the last time you shared a thought or an idea with another person who you were sure already had their mind made up and you knew they weren’t considering your idea at all. Hint: these individuals will often sense that we know they aren’t considering our ideas and will then work to convince us by using phrases such as, “I hear you, I hear you.” or, “I know exactly what you are saying, but…”  Here lies the question: have you ever been convinced they were listening by hearing them telling you that? My guess is no, not ever.  This is because we can sense when someone is genuinely considering what we are sharing versus when their mind is already made up and they are simply letting us speak. At best, listening to respond when we should be listening to understand is a waste of time. We are going through the motions of being quiet (hopefully) long enough for someone to speak but nothing is going to change or be accomplished during that time. And worse, we are eroding trust, missing out on good ideas to solve or prevent problems and in the long run, shutting down lines of communication. Who wants to talk to someone when we know they won’t listen to us?

As Patrick Lencioni shares in The Five Dysfunctions of a Team, people don’t have to have their way adopted to buy in, but they do need to feel heard. Whether we like it or not, simply making eye contact and nodding our head when speaking with someone isn’t truly listening. It is only when we can get out of our own head, move past our own perspective, and self-regulate our need to be right, that we can truly hear and consider the ideas of others. And when we can effectively do this, people feel heard, we build trust and more often than not, we come up with better ideas than either of us had on our own.

So, my question to you is, which type of listener are you? And perhaps more importantly, what type of listener do you want to be?

Lindsey Weigle,
Managing Partner

The post Active Listening is the Worst! appeared first on Corporate Training Providers -.

Each year, I, like many, pick a word that serves as an anchor as to where I want to turn my attention. Or as Garth Stein in The Art of Racing in the Rain would suggest, where I want to focus in an attempt to guide the direction of my life. I’ve spent the last year and a half working diligently on creating the life that I want. After having spent so much of my time being caught in the tornado of doing, obligations, busyness and “shoulds”, I set out on a course to take charge of my life, my calendar, and my ambition to forge a path of not just getting through my day, but instead deciding what I want my days and my life to look like. As part of that process, my word of the year in 2023 was alignment, with the goal being to live in alignment with the kind of person I want to be (see 2023’s blog here). After a year of daily reflection on the actions that were in alignment and out of alignment with the kind of person I wanted to be, I am happy to report, with very few exceptions, I am now living in daily alignment with that person (and yes, I still floss every single day). My 2023 focus, energy and effort has paid off. Planning, calendaring, monthly reflection and daily meditation and gratitude have been the cornerstones of my days for the past 18 months and it has worked. Not instantly, mind you (as I may have naively hoped) but the tide has turned, and I can see the momentum building as we enter 2024. I have made more intentional and decisive decisions about how I want my life to be and how to get there. I have set better boundaries and I can more clearly see what I want my life to look like and have put the wheels into motion to get there. However, one surprising thing happened during this process. When I set out on the path to creating the life that I wanted, I thought the path would bring me all the joy and happiness I could stand. I kept waiting for the deep sense of contentment in my life that would undoubtedly make me feel as though I had “arrived” at the life I had wanted to create. But what I found as I continued down the path, was that I had a life I was grateful for (that was easy to see thanks to my morning gratitude practice) but I still wasn’t living a life that I felt joy in. I was so focused on the daily behaviors and habits that were helping me create the life I wanted, that I didn’t stop to connect to that life. I was busy creating but was distracted from actually enjoying that life.

After much reflection, late in the year it became clear to me that I could spend all the time in the world creating the life I wanted but it wouldn’t be meaningful unless I was present in that life, unless I was intentional in connecting to the joy that this life I was creating had for me. For the past few months, I have been focused on being present and finding opportunities to connect to joy. That doesn’t mean walking around blind to the hardships, the struggles and the tough realities present in my life and in our world. Instead, for me, it has been about actively working to find joy in the everyday moments, in the doing and yes, even in the hardships. When I focus on finding the joy, my days are drastically different. I find more fulfillment, more focus and more ease in my days. However, this is not a natural state for me yet. I still find myself settling into my evening reflection realizing that I have once again, gone through the motions of my day, but I didn’t connect to it. So my word for 2024 is joy, but even more specifically in finding the joy, connecting to the joy and enjoying the joy. Because what good is creating the life you want if you aren’t present enough to enjoy the life you’ve created?

Lindsey Weigle,
Managing Partner

The post Navigating 2024 Through the Power of Connection to My Word of the Year appeared first on Corporate Training Providers -.

Sykesville, MD, December 11, 2023 — Bluewater Advisory, a national award-winning leader in talent management and leadership development, announced that Brooke Schnorr has joined the firm as Associate Consultant effective December 2023.

Brooke has a proven track record in both direct and leadership roles, making her an invaluable asset to Bluewater and its clients. Her exceptional front-of-room presence has been recognized at advanced leadership retreats, small group facilitations, and even on the grand stage of an international convention, where she addressed an audience of 80,000 on the topics of customer service and community building.

In addition to her professional accomplishments, Brooke is dedicated to continuous learning and giving back to her community. She has served as a MOPS (Mothers of Preschoolers) Coordinator at her church for years, demonstrating her commitment to mentoring younger women and supporting new moms.

A first-generation college graduate, Brooke holds a degree in Marketing and Communications from Mount St Mary’s University. Hailing from a family of entrepreneurs, she embodies the spirit of innovation and determination.

“We are excited to have Brooke join the Bluewater team,” said Bluewater Partners Lindsey Weigle and Mark Debinski. “Her diverse expertise, commitment to leadership development, and community involvement align seamlessly with our values. Brooke’s addition strengthens our team, enhancing our ability to deliver exceptional results for our clients.”

The post Bluewater Welcomes Brooke Schnorr to Their Team appeared first on Corporate Training Providers -.

As we now know, currently, 10,000 people turn 65 every day. At the same time more leadership transitions are taking place in our organizations, more change is being thrust upon our organizations than ever before. As just one example, we are just touching the surface of how AI and many other changes will impact our businesses. Actively cultivating our future leaders is crucial to our organizations’ success. In our last two blogs, we’ve discussed the first four steps required to close the leadership gap between our departing senior leaders and our junior leaders who need to become ready to step into their roles:

1. Identify outgoing leaders
2. Identify incoming leaders
3. Discuss and assess where future leaders sit with their skills
4. Create a plan & identify necessary outside resources

(To read our prior two blogs, please click here for #1 and here for #2)

One might hope that once you have accomplished these first four steps you should be well on your way to a successful transition and that your work is done. But there are two crucial steps left before you can begin to breathe a sigh of relief (as much as any leader ever can):

Step #5        Supporting the growth & development plan
Step #6        Accountability rails, combined with the ability to pivot

After creating a detailed plan for growing their leadership abilities and competencies, their internal company knowledge and their specific skills in their profession, we must create a plan to support their path for growth. Putting your newly minted leader in front of the woods with a compass and patting them on the back will not suffice. We must have a plan as to how we are going to support them on this journey as they navigate their way through the trees, trails, risks and opportunities they will inevitably face as they grow into the leader you want – and need – them to be.  We must have planned milestones, checkpoints, and water stations to ensure they not only make it to the other side, but that they decide to stay on this journey all together. In today’s environment, it’s not enough to simply give an individual a title and send them off hoping they will figure it out. There is too much at stake for our leaders to blindly grow into their new roles. Creating a plan for their growth is important, as is giving them the tools and support they need to succeed. If we want individuals to commit to the hard work it takes to be the leaders our organizations need them to be, we must commit to giving them the support they need to succeed. Otherwise, we may find ourselves with team members who begin the journey, but never complete it.

The last step in developing the leaders we need tomorrow, today, is to monitor their progress, hold them accountable and to pivot as necessary.  Actively supporting our leaders doesn’t mean we coddle them. It means we set them up to succeed and hold them accountable for the growth we need them to make and to which they committed (which is why gaining commitment from leaders is such a crucial step in the beginning of this process). It can take a full year or more to grow the skills and confidence leaders will need to step successfully into their future roles. Ensuring your new leaders are actively committed to the process of their own growth is imperative. The reality is our future leaders will face challenges, decisions, and opportunities we can’t even imagine. Their tenure as senior leaders will require more critical thinking, emotional intelligence and creative problem solving than ever before. These leaders must be prepared for not only the challenges we know, but to grow into the challenges that each and every industry will inevitably face in the very near future. This process also allows you to see the leader’s commitment and their likelihood to succeed in these roles.

And lastly, we must be able to pivot as necessary when we see things not working. Perhaps our plan isn’t working as well as we hoped it would. Perhaps we don’t have the internal support we expected. Perhaps the plan is moving too quickly or too slowly. Perhaps the leader isn’t as committed as we thought or has a personal problem outside of work putting your plan at risk.  While surprises might be painful, it is certainly better to find this out now and address the issues head on. Monitoring their progress, holding them accountable and pivoting as necessary ensures you maintain a pulse on their continued progress to becoming the leader your organization needs them to be.

Delegate authority, but not responsibility – remember that while you are ultimately accountable for these transitions to take place, you are not required to be the person who owns all the steps of this process. All too often, we encounter outgoing leaders who do not make the time or are unwilling to take on the task of transferring their years of knowledge, experience, and skill to the next generation. They are either burned out, cashed out, or have mentally quit while still showing up to work.

If you are fortunate enough to have leaders (or are the leader) who have the time, energy, and passion to grow the future leaders needed in your organization, I encourage you to utilize these three blogs to put together a development plan for the leaders in your organization (all six steps highlighted below). However, if you do not have the leaders who can commit to the growth of your leaders in the coming months and years this process inevitably takes, partnering with an organization who has a plan and can help with the heavy lifting of this process is a great a way to keep development on track without it becoming a full-time job for you. Bluewater’s Mind the Gap program is designed to be a comprehensive, hybrid approach to your individual team members’ leadership development. Utilizing live-virtual learning sessions, individual coaching sessions, driving internal mentorship, coupled with proven and vetted assessments and supported by Bluewater’s Learning Management System, this program is designed to grow your leader, not just any leader. We at Bluewater spend our days working with organizations just like yours, developing individuals and teams to create long-term success in organizations. We are ready to serve your organization’s needs for future leader development.

No matter the path you choose for closing the gap between the leaders you have and the leaders you need, we urge you to start on that path today. As senior leaders get closer to retirement every day, you must have a plan and create action around developing those who will need to move into their roles effectively and confidently for the long-term success of your organization. While we know that this can feel like a tomorrow problem, it is most assuredly a today one. Do something today to set you and your organization up for success.

A recap of all six steps for closing the leadership gap in your organization:

1. Identify outgoing leaders
2. Identify incoming leaders
3. Discuss and assess where future leaders sit with their skills
4. Create a plan/Find outside help
5. Support their path and monitor their progress
6. Monitor their progress, hold them accountable and pivot when necessary

Lindsey Weigle,
Managing Partner

The post Closing the Leadership Gap (Part 3): Empowering Future Leaders with Accountability & Support appeared first on Corporate Training Providers -.