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flour·ish /ˈfləriSH/ verb to grow or develop successfully
The Future of Work Is Here
The world of work is changing. The Great Resignation has become the Great Renegotiation and employees are no longer willing to settle for the status quo.
Hybrid Work is Here To Stay
Employees are looking for balance and flexibility. Employees are no longer satisfied to just "show up" and are looking for meaning and purpose in their work. They are prioritizing their wellbeing over mere productivity and demanding more of their companies and their managers.
Managerial Expectations Are Shifting
In the era of the Great Renegotiation, managerial expectations are shifting. Hybrid work requires radical flexibility and new managerial skills. Managerial empathy, a “nice to have” before the pandemic, is now a core skill. Honest, vulnerable, and transparent conversations are more important than ever.
According to a recent study, “Knowledge workers now expect their managers to be part of their support system to help them improve their life experience, rather than just their employee experience"1.
Corporate leaders need to be strategic and empathetic, decisive and flexible, focusing both on results and their team’s wellbeing.
Hybrid Work is Here To Stay
Employees are looking for balance and flexibility. Employees are no longer satisfied to just "show up" and are looking for meaning and purpose in their work. They are prioritizing their wellbeing over mere productivity and demanding more of their companies and their managers.
Hybrid work requires radical flexibility and new managerial skills. Managerial empathy, a “nice to have” before the pandemic, is now a core skill. Honest, vulnerable, and transparent conversations are more important than ever.
Managerial Expectations Are Shifting
In the era of the Great Renegotiation, a desire for a greater purpose and a focus on employee wellbeing, managerial expectations are shifting.
Corporate leaders need to be strategic and empathetic, decisive and flexible, focusing both on results and their team’s wellbeing.
According to a recent study, “Knowledge workers now expect their managers to be part of their support system to help them improve their life experience, rather than just their employee experience"1..
Are Your Leaders Ready?
Taking on a new leadership role is one of the most challenging career moves someone will make, and in the new world of work, many managers feel unprepared2. In fact, the majority of new managers report learning how to manage by trial and error on the job3.
Employees today simply leave bad managers. 75% of employees say their boss is the most stressful part of their job4 . Up to half of all employees report having left a job because of a bad manager5.
The good news is that leadership skills fit for today's environment can be developed. Targeted investments in your leaders will help them build the skills and capabilities they need to lead now.
Flourishing leaders lead to flourishing organizations through increased employee retention, engagement and performance.
We can help.
What Our Partners Are Saying
Working closely with Maggie for over a decade I benefited from her understanding of strategic goals and the nuances and complexity of engagement with different investment teams. She's great to partner with and consistently delivers executable solutions and results
Andrew Darling
Senior Investor and Director
Our team partnered with Maggie to deliver an innovative training program to our emerging junior talent. Our objectives were to build rapport across a geographically dispersed team and to allow each of them to stretch their capabilities by taking on more senior challenges in a supported environment. Maggie helped to deliver this with a mix of internal and external subject matter experts, while providing her personal expertise (growth mindset, continuous learning) to align it with the business needs and culture.
Andrew Hay
Head of Global Infrastructure, RBC Global Asset Management
I worked with Maggie on several projects over the years both as faculty on a New Graduate Program and as a participant in an emerging leaders program. Her ability to collaborate with leaders across silos to design and deliver high impact business-relevant programs was transformational to leaders across the Firm.
Mustafa Humayun
Partner and Portfolio Manager, Sagard Credit Partners
Working closely with Maggie for over a decade I benefited from her understanding of strategic goals and the nuances and complexity of engagement with different investment teams. She's great to partner with and consistently delivers executable solutions and results
Andrew Darling
Senior Investor and Director
Our team partnered with Maggie to deliver an innovative training program to our emerging junior talent. Our objectives were to build rapport across a geographically dispersed team and to allow each of them to stretch their capabilities by taking on more senior challenges in a supported environment. Maggie helped to deliver this with a mix of internal and external subject matter experts, while providing her personal expertise (growth mindset, continuous learning) to align it with the business needs and culture.
Andrew Hay
Head of Global Infrastructure RBC Global Asset Management
Maggie earned the trust of a variety of senior executives by listening hard to their respective training and leadership development needs and by designing and delivering training programmes that address both common needs across divisions and the specific needs of each business.
Pierre Lavallée
Former Senior Managing Director & Global Head, Investment Partnerships & Private Investments, CPP Investments
I worked with Maggie on several projects over the years both as faculty on a New Graduate Program and as a participant in an emerging leaders program. Her ability to collaborate with leaders across silos to design and deliver high impact business-relevant programs was transformational to leaders across the Firm.
Mustafa Humayun
Partner and Portfolio Manager, Sagard Credit Partners
- https://hbr.org/2021/04/what-does-it-mean-to-be-a-manager-today
- https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/successfully-transitioning-to-new-leadership-roles
- https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/successfully-transitioning-to-new-leadership-roles
- https://www.hoganassessments.com/wp-content/uploads/2014/08/Stress_Health_eBook_Final.pdf
- https://fortune.com/2015/04/02/quit-reasons/