We work with clients from all industries, who are interested in bringing a focus on the person into their onboarding processes. We work with some of the largest companies in the world as well as business owners making their first hire.

From an industry perspective, we work with all industries. We have experience with clients from legal and professional services, technology, financial services, resources and mining, retail, FMCG, manufacturing, for-purpose, and more.

All Lucent Transition Days are delivered virtually. This allows us to match you with the most suitable coach, and ensures that location, work style preference, and pandemic-related challenges don’t get in the way!

We are often asked to tailor our Transition Days for people in less senior roles. We are able to make some small changes to the structure and tool set used in the day to ensure it is suitable for a less senior audience.

In addition, we offer small group facilitation of our transition days for groups of new starters, newly promoted, or graduate groups. Please get in touch if you would like to discuss this further.

As a hiring leader, you are a key part of your new team member’s Transition Day. You will join the day for a section of the day where the coach will focus on building connection and alignment between you and your new starter. You will have a chance to get to know them in more depth, to make sure that you are aligned in relation to performance expectations, and you will also agree on ways of working that suit you both given your unique styles and preferences.

Yes! If you are an individual going through a major transition into a new role or new company we are certainly able to help. When we work with individuals we will discuss with you how we might tailor our approach to get the most out of the day. For example, in the case of individuals we may or may not include the hiring manager in the process.

We often work with newly formed teams, merged entities, and teams that are going through significant changes in operating model, culture, and more. Our approach to team transitions follows a similar flow to our Lucent Transition Days, beginning with self and team reflections, team alignment, and team planning. Please get in touch if you would like more information about our services for teams.

Great question! The hiring leader is a really important part of our Transition Days. However, sometimes that person is unable or unwilling to participate in the transition day. If this is the case let us know as soon as possible as we have some alternative tools and approaches that we can utilise.

Lucent Transition Days are completed within a (fairly full) day. You will be expected to do some preparation (less than one hour) also.

The cost for an individual participant in a Lucent Transition Day ranges from a mid-4 figure to low 5-figure investment. This amount may be lower for individuals when we run the day as part of a cohort. For a team transition programme the cost will depend upon the size of the team and the length of the engagement.

The most powerful connection is that Lucent Transition Days are a fantastic employee experience element. A tangible value that you can ‘sell’ during your recruitment process. To offer such personalised support for new starters is incredibly valued and valuable - not to mention the commercial value realised through these team members being up and running quicker. Transition Days are also a powerful factor in leveraging your investment in your recruitment process, whether that is in time spent by internal recruitment and leadership team members, or a financial investment in external recruiters or headhunters.

In addition, some clients choose to utilise our psychometric assessment as part of their selection package. By using this psychometric for development purposes you are leveraging your investment and creating continuity of employee experience.

Yes, while following the same approach of reflection, alignment, and planning, our C-Suite offer is tailored for the demands and complexity of a role at the top of an organisation. We have a set of coaches with specific experience coaching C-Suite executives and our processes and tools are adapted for this audience. Some things that will differ include how we engage with the Board or the CEO to gain alignment on expectations and greater complexity of stakeholder analysis.

Some people have asked us whether people have the bandwidth to sustain attention and energy over a whole day. In our experience, no! People have a lot of energy to focus on their own development when they are in the early stages of a role.

The way we handle this is that we use our knowledge of energy management throughout the day. The day includes 4 x sprints of activity, with 2 x 30 min breaks and 1 x 1hr break in the middle. We build in micro breaks and our coaches use a range of energisers throughout the programme. Also, as this programme takes a facilitated coaching style approach, it is not delivered content per se which is much more draining to sit and listen to. We have found that people are very motivated to reflect on their real scenarios and can sustain attention very well. No doubt it is a full day though!

While our Transition Days stand independently, some organisations and individuals have requested ongoing support to check in with the participant and to reflect and adapt their plans based on additional information and experience within the organisation.

To provide this support we offer a package of 3 x Quarterly Coach Connect sessions. In these sessions, participants will reconnect with their coach to reflect on what is working well, challenges, and obstacles, review their stakeholder analysis and prepare a high-level plan for the quarter ahead. These sessions are 2hrs in length.

Firstly, we absolutely believe that ongoing coaching programmes are the right approach in many contexts and for many people. We continue to recommend traditional coaching approaches in many cases, and for some clients, we will offer this service.

When it comes to transitions in particular, though, our rationale for the intensive approach is firstly very pragmatic. With senior staff, as they start a new role, they have greater bandwidth (in time) to spend time on these reflective and forward-looking activities. While we would ideally like them to be able to take time to do this on an ongoing basis, that is often challenged by very real and very significant workload pressures. Our experience is that the overwhelm is customary in many corporate environments can significantly detract from the ability to do the higher level strategic and reflective activities. By this time also, they have often developed habits and set expectations with clients and other stakeholders that make it hard to shift perceptions or change approaches that have been embedded.

Our approach is very much to ‘start as you mean to go on’, which means that rather than just rolling along automatically we help to define clearer intentions and habits that are more easily embedded in the earlier phases of a transition. It is also much harder to go back and re-build trust where it has been fractured than it is to intentionally focus on trust and psychological safety from the beginning.

We also know that while awareness developing activities are indeed well served by the opportunity to build over time by revisiting and reflecting, there is also an important 80:20 impact of delivering the most impactful self-awareness raising activities at the earliest possible time.

Nothing! We support organisations, leaders, teams, and individuals through significant transitions. We do this through our Lucent Transition Days, our Team Transition Programmes, our Quarterly Coach Connect sessions, and through individual coaching engagements where appropriate.