Teach your team how to execute your organization’s strategy.
Through weekly group coaching, executives and staff learn what gives your organization its competitive advantage, what their roles contribute to it, and how to use that understanding to build plans and improve the way they work.
What does your strategy ask of the people doing the work?
Say customers choose your organization because you handle complex requests well. The person taking the request needs to know what to ask. The person planning the work needs enough information to make a good call. The person delivering it needs to know where they can adapt and what they need to protect.
Now imagine intake changes its process to move faster. The team may hit its speed target while sending less information to the people who need it. The customer feels the difference. The Accelerator teaches your team to see how decisions like that affect the result your organization is trying to deliver.
Learn the skill. Use it in the same session.
Executives and staff meet in separate groups, with two to six hours of coaching per week. In the first half of each session, we teach a skill or framework. In the second, participants apply it to a plan, process, or decision they already own.
When we teach performance measurement, people choose a measure for a result they are responsible for. When we teach process mapping, they follow a real handoff and see where information gets lost. The people who do the work help design how it runs and learn how to improve it as the organization changes.
Why this works
People apply it the same day
Each session ends with the work done on a real role.
The pace holds
Weekly sessions keep the work in front of people.
The levels connect
Each level works on its own part, and the handoffs between them are built.
The work stays
Workbooks, process maps, and the shared knowledge base hold what people build.
Start with 12 weeks. Then decide what comes next.
An admin month comes first. It sets the recurring sessions, runs the first assessment, and starts each job description.
The first 12 weeks build the plans.
Executives and staff learn the fundamentals of strategy and operations. They connect what sets your organization apart to the work each role owns. Each person leaves with an updated job description, an annual plan with targets and measures, and a workbook for their role.
Each container after that puts the plans to work.
Your team learns the next part of executing the strategy, using its own plans. Say a target keeps slipping. The team maps the process behind it, finds where the work waits, and decides what to change.
You decide after every container.
We review what your team built, what the assessments showed, and what your organization needs next. We recommend the focus for the next container, so you see the work ahead before you commit.
We recommend a minimum of four containers. The first builds the plans. The containers after it put them to work, and that is where the strategy reaches daily work.
What your team leaves with
An updated job description
Clarifies the role’s purpose, responsibilities, and the results it owns.
An annual plan
Objectives, measures, targets, and a schedule for checking progress.
A workbook for each role
Starts with the job description and annual plan, and grows as the team adds processes, decision tools, and training materials.
A shared AI knowledge base
As your team documents the work, those processes and the knowledge behind them can go into a shared AI knowledge base that people can consult when questions come up.
Who it is for
A strategy the leaders cannot execute yet. An executive team willing to take part. Leaders and staff who bring real plans, processes, and decisions from their own work. A structure the executives are willing to change.
A monthly retainer, scoped to your organization
The base includes a set number of leaders. Each additional leader has a price. Individual coaching and offsite days can be added. A short conversation settles the figure.
The grant
Most Georgia companies with more than 50 employees may have up to half of the training portion reimbursed through the Incumbent Worker Training grant. We complete the application with you.
The risk
The first container is built to show results before you commit to more. A review after each container decides whether to continue.
Concerns, answered
“We’ve done leadership training.”
That taught people to communicate and manage. This builds each person’s role, annual plan, and documented processes on their own work.
“My leaders can’t be spared.”
The time is set by the container, spent on their own work, and it ends with something built.
“Four containers is a long commitment.”
The first container shows what the work produces. Each review decides whether to continue.
Who leads it
Searcie Cassidine, founder of Cassidine Consulting. Seventeen years inside operations as Chief of Staff, COO, and fractional COO, from small professional-services firms to a major sports league.
How long does it last?
We recommend a minimum of four containers, after the admin month. The work can continue as long as your organization wants.
Who attends?
Executives and staff, in separate groups.
Do we have to start with the first container?
Yes. Every later container builds on it.
Do we need a workshop first?
No. A one-day or five-day workshop can come first.
