Applications · 01
Know what you keep, what you hand over and what comes next.
When a company outgrows its owner, the hard part is deciding which work stays with you and what a partner, managing director or next hire should take on. CORE Navigator helps owners and their coaches work that out from a concrete report instead of a vague feeling.
Illustrative example
The owner who does everything.
Not a client case. Picture the owner of a consultancy with a dozen employees who still takes every sales call, reviews every proposal and approves every invoice. Every attempt to delegate ends with the work back on the owner's desk.
The obvious question is whom to hire. The more useful one comes first: which part of the role do I want to keep, which part do I hold on to out of habit, and what would a complementary role have to take over?
What you get out of it
Something concrete to work through with your coach.
A CORE Navigator report describes how you tend to create value and how your values and stress pattern shape your decisions. Laid next to your real task list, it gives you and your coach specifics to talk about.
- A clearer view of your role
- Which tasks fit the way you create value, and which ones drain energy without much return.
- A sharper brief before you hire or hand over
- What a partner, managing director or next hire would have to bring, described as the work and decisions it would take on. It describes the gap, not a candidate.
- A first change to try
- One change for the coming weeks, agreed with your coach and reviewed together afterwards.
Leaders and organisations
From your own role to the people around you.
Organisational questions usually arrive as role questions: who decides what, where responsibilities overlap, what a new leader should own. For an individual leader, the Business Performance Diagnostic in the Psychometric Assessment Suite gives a coach a profile of how that person carries the demands of a leading role, so the conversation can start from specifics.
Analysis across many people in an organisation is planned work and not available today.
A profile describes the person. The other three are read in the conversation.
1. Person
Working style, values, response to pressure
The profile describes this.
2. Role
What the position demands
3. Context
Company, team, market, workload
4. Decision
What the person does with all of it
Facing a change in your role?
Describe the situation in a few sentences: the role, what is changing and what you want to decide.