Supporting Transitions
for the organisation, team and individual.
WHY STRETCH?
“Success is about your abilities, your aptitude and your attitude. Your abilities and aptitude may get you where you want to go, but it is your attitude that will really make the difference.”
Steve Holloway
Our Purpose
To enable your leaders to maximise the value they add to themselves, their teams, their organisations, and to wider society, in the shortest possible timeframe.
We have a clear focus on supporting leaders through leadership transitions where a Stretch in mindset might be needed.
We do this by ensuring we stay at the cutting edge of leadership development, enabling us to bring the latest thinking to all our interventions, supporting your people to learn what they need to, when they need to and how they need to.
We learn, and support learning in others.
We support your people at an individual level, helping leaders figure how they maximise their own potential, how to generate more value with their teams, and how to work more effectively across the entire system.
At a team level we support the learning of intra- and inter- team dynamics, to help teams create more value for all their stakeholder groups.
And at an organisational level, we work with strategic partners who are at the leading edge of systemic transformation so any interventions are the most effective they can be.
Our Beliefs
Every leadership transition has three points that create particular risks for the organisation, the team and the individual – Orientation, Onboarding and Embedding.
Many leaders need support in navigating these transitions efficiently and effectively, and that external support can provide a safe space for leaders to stretch and meet their potential.
Every transition is unique to the person, the organisation and the context and a real understanding of all three things is needed to create impactful interventions.
Phases of Orientation, Onboarding and Embedding.
Orientation
When talent believe they are ready to stretch themselves for the next step, but aren’t quite able to articulate what that next step looks like, and aren’t quite able to position themselves effectively to their key stakeholders.
Are you losing talent that you’ve invested in because they can’t position themselves internally or see where their next role might be in your organisation?
Onboarding
When leaders have transitioned into a new role and quickly need to stretch their way of thinking, being and doing, to hold on to what got them promoted, but need to let go of old habits that did bring success, but might get in the of success in a new role.
What percentage of new promotions fail to meet expectations by holding on to old beliefs, mindsets and behaviours and need reframe their way of working to maximise their impact and value?
Embedding
When leaders have settled into their new position, have successfully engaged their team and started to deliver impact – and now realise that they need to stretch their thinking even further to figure out how to work across boundaries with both internal and external stakeholders.
How many of your leaders are stuck in running their teams with a focus on the day-to-day and now need to step back and consider how to work with all their teams stakeholders to develop their strategic thinking and future focus?
Our background
Stretch People is owned and run by Steve Holloway
Steve, an Associate Professor in Leadership, has an MSc in Executive Coaching from Ashridge Executive Education and over 15 years corporate experience in a variety of roles in Engineering, Project Management, Marketing Innovation and Learning and Development. He has led real and virtual teams, that were both multi-disciplinary and multi-cultural, and managed a range of projects from multi-million-pound engineering installations to international brand launch projects and organisational culture change projects.
As a result of his own experiences, when transitioning career and also when leading teams to higher performance, he recognises that he did not always have, or sometimes seek, the support he really needed. Therefore, some of those transitions took longer and created more personal stress than was necessary.
Consequently, he is passionate about helping people, teams and organisations transition more effectively through change in a way that increases individual satisfaction, happiness and well-being and supports a quicker shift to value creation and organisational success.