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CAREER CHALLENGES Make no mistake; business professionals at all levels periodically experience self-doubt and anxiety. Nothing brings these periods of critical self-reflection and analysis on quite so quickly as when significant career challenges are encountered. The fear of losing a job , losing a job , a lousy work assignment , and being passed over for promotion are common adverse triggering events. Conversely, positive events can also be triggering, including landing a new job and managing others who were previously peers . In challenging times, some professionals obsess over minutia and every career-related decision. Others focus exclusively on situational factors in search of answers and understanding. And still, others look internally for insight and solutions. Some coping mechanisms are helpful, and others are ultimately self-defeating. Regardless of the initial approach taken, most professionals benefit tremendously from the objectivity, insight, and guidance provided by our experienced Executive Coaches. We work closely with clients to craft and execute personalized Career Roadmaps using proven coaching techniques and targeted psychological assessments. Some of the more frequently reported career-related challenges are outlined below. Do any of them look familiar? Might you benefit from some focused Executive Coaching? Engage Your Coach Today I Keep Getting Passed Over For Promotion ​Employees who struggle to get promoted often assume that their careers have stalled and drastic action is required to advance. Rather than stagnate in their current role, they opt to "jump ship" and join another company. In some cases, this is the right move to get their careers back on track. However, more often than not there are legitimate reasons why advancement is not forthcoming. Read More... I Just Got A Lousy Work Assignment Even the most engaged and industrious employees resent the assignment of tedious and monotonous tasks. Who can blame them? Often the situation is unavoidable, but troubling questions still abound. Why was I selected to do this? Did I do something wrong? Am I being punished? How do I get this task reassigned? We have all been there and know how it feels - lousy! Read More... I'm About To Get Fired We all seek to maintain control over our careers. Organizational restructuring efforts, change initiatives, strained manager relationships, and unrealistic performance goals can challenge your sense of control and value. You don't want to be fired, downsized, or let go. As uncertainty in the job increases and stress levels skyrocket, your job security becomes of paramount concern. Read More... I Just Lost My Job After many successful years in a major corporation, it finally happened - you were let go! You have seen many of your colleagues "transitioned out" of the organization, and now it's your turn. Your sense of anger, betrayal, and disappointment is overwhelming. You are not sure how to behave or feel - you put a brave face on things. Read More... I Just Landed The Job, But Don't Know Where To Begin So you got the job and "What do I do now?" is the question foremost on your mind. At first, you ask it in jest, but after a few days on the job when pressures of the new role become ever more apparent, finding a satisfactory answer to this question is not as easy as it sounds. Read More... I Now Manage My Peers And I Am Having A Hard Time As difficult as it is to be successful in a new leadership role, things quickly get complicated when you are asked to manage those who were previously your peers or superiors. A whole new set of problems enter the manager-employee equation in these situations. Training is rarely provided to help navigate the unique and trying challenges that will no doubt encountered. Read More... If any of the above sound familiar, and you are open to critically evaluating and getting your career back on track contact us now. You will be glad you did! Schedule An Introductory Call

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ABOUT US Fundamental to everything we do at Transformation Associates is our commitment to delivering value to our clients and making a positive difference in the lives of those with whom we work. Founded in 2001, o ur team is comprised of successful business leaders with deep management, consulting, coaching and facilitation experience in the P harmaceuticals, Biotechnology, Manufacturing, and Financial Services industries . Our team members have earned advanced degrees in a variety of disciplines including Industrial/Organizational Psychology, Business Administration, Organizational Development, Technology, and Engineering. These differing perspectives, capabilities and their associated approaches and toolsets ensure clients needs are fully satisfied during all engagements Management Team Members Include: Paul Gillard PhD President As Transformation Associates' founder, Paul brings a wealth of executive-level coaching and consulting experience within the Pharmaceutical, Financial Services, and Manufacturing industries to client engagements. Paul's successes in enabling organizational transformation efforts are primarily due to his proven ability to engage and motivate executives, line managers, and employees in defining, selling, and realizing both strategic and operational goals. He employs pragmatic, client-centered approaches to enable clients to constructively challenge and navigate their respective "organizational realities" to deliver maximum customer value. Ultimately, Paul develops close partnerships with clients and adroitly cuts through the "smoke and mirrors" and drive significant change across the enterprise. Paul holds a Ph.D. in Industrial/Organizational Psychology. He is a member of the American Psychological Association (APA), the Society for Industrial and Organizational Psychology (SIOP), the American Society for Training and Development (ASTD), and the International Coaching Federation (ICF). Paul is likely to be found on the golf course chasing the ever-elusive dream of becoming a scratch golfer when not working with clients or spending time with family and friends. Contact Information PGillard@TransAssoc.com (908)-319-6923 Click Here To Schedule a Call Rachel Radwinsky PhD Vice President, Consulting Services Rachel drives organizational change through a client-based, data-driven approach. As an organizational development professional and Six Sigma Master Black Belt with a background in both human resources and business operations, she is adept in blending the rigorous analytical requirements of process improvement with the human aspect of change management. Rachel is a skilled facilitator leading many of TA’s team-building sessions and classroom training programs. Her training expertise includes leadership development, communication skills, process improvement, and project management. Rachel has worked extensively with clients in the pharmaceutical, financial services, manufacturing, telecommunications, and oil and gas industries for over 20 years. Rachel holds a Ph.D. in Industrial/Organizational Psychology. She is a member of the American Psychological Association (APA), Society for Industrial and Organizational Psychology (SIOP), and the American Society for Training and Development (ASTD). Contact Information RRadwinsky@TransAssoc.com (908)-337-3125 ​ Click Here To Schedule a Call Jill Gillard, MS, PCC Vice President, Leadership Coaching Jill has been an integral member of the Transformation Associates leadership team for the past 20 years and has led our marketing, business development, and human resource functions. Jill launched our nascent academia-focused coaching practice, which caters to the unique needs of faculty, staff, and students within educational institutions. As a graduate of the Rutgers University and Heidrick & Struggles ACTP Leadership Coaching for Organizational Performance program and an PCC credentialed member of the International Coach Federation, Jill brings an informed and well-rounded perspective to her coaching engagements. Jill excels in building lasting coaching relationships founded on openness, empathy, and trust. Using a variety of assessment tools in conjunction with guided introspection and constructive dialogue, Jill helps clients identify and realize their personal and professional goals. Jill holds an M.S. in Biological Oceanography from the Institute of Marine and Coastal Sciences at Rutgers University and has taught multiple undergraduate courses in Organic Chemistry, Microbiology, and Environmental Science at local colleges. Contact Information JGillard@TransAssoc.com (908)-763-3361 ​ Click Here To Schedule a Call

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I KEEP GETTING PASSED OVER FOR PROMOTION Employees who struggle to get promoted often assume that their careers have stalled and drastic action is required to advance. Rather than stagnate in their current role, they opt to "jump ship" and join another company. In some cases, this is the right move to get their careers back on track. However, more often than not, there are legitimate reasons why advancement is not forthcoming. Endless self-questioning and second-guessing of past events occur when one has been passed over for a promotion . It can be very difficult to move beyond an overwhelming sense of resentment and rejection. Employees at all levels are often blind to their professional weaknesses and the degree to which these gaps are recognized by others. They simply have not received the developmental feedback necessary to understand and create a development plan to address their shortcomings. Their direct manager has done them a great disservice. Five simple questions can help assess whether your career is on track or going off the rails. Do you have regular discussions with your manager about your career goals and development needs? Have you used employee engagement surveys, personality assessments and/or 360-Degree feedback instruments to capture critical and actionable feedback regarding your development opportunities? Have you conducted an honest assessment of your goals, strengths and development areas of focus for the next 12-18 months? Do you have a written plan of action to address your development areas of focus? Have you achieved observable improvements in the targeted developmental areas of focus over the past 3 months? If you answered YES, to all of the above, you appear to be on the right path and are managing your career effectively. Good job! If you answered NO to any of the above, you may be at risk of ignoring, stalling or derailing your career. You may benefit from our Executive Coaching support. We will provide the objective assessment, insight, and guidance necessary to get your career back on track. Schedule An Introductory Call

I JUST GOT A LOUSY WORK ASSIGNMENT Even the most engaged and industrious employees resent the assignment of tedious and monotonous tasks. Who can blame them? Often the situation is unavoidable, but troubling questions still abound. Why was I selected to do this? Did I do something wrong? Am I being punished? How do I get this task reassigned? We have all been there and know how it feels - lousy! ​ Learning how to assess and respond to these dreadful assignments constructively is critical to long-term career success. Easier said than done! The emotions involved are often difficult to isolate, understand, and process. Putting the pieces together to see the whole picture takes time and effort. Guided exploration of relevant situational, interpersonal, and personal factors rapidly yields significant insight and delivers actionable cognitive and behavioral adaptations. Contact us to hear about effective strategies for assessing, adapting to, and learning from these lousy assignments. Schedule An Introductory Call

PURPOSE CHALLENGES Lack of vision, poor strategy and a weak culture are the hallmarks of organizations struggling with purpose challenges. Managers typically report alignment, accountability, and employee engagement as critical issues. Employees often cite poor leadership, ambiguous goals, and the inexplicable changing of priorities as significant concerns. Both perspectives are correct, to some degree. Regardless of role, the"constant spinning of wheels" is a frequent refrain across the enterprise. When employees don't know where they are going, confusion, frustration, and disillusionment predominate. ​ Executives engage Transformation Associates to help sort things out. We objectively assess the challenges reported and craft a tailored roadmap outlining the specific actions required to course correct. Ultimately, we navigate the multitude of "organizational realities" en route to creating a clear, unambiguous, and meaningful path forward for all. ​ Which of the following observations resonate most with you and your situation? Schedule and an introductory call with a Transformation Advisor to learn more. Schedule An Introductory Call Hallmarks of Organizations With Purpose Issues Lack Of Vision Companies lacking vision are akin to rudderless ships set adrift and at the mercy of the seas and the tides. While sometimes incorrectly viewed as a "nice-to-have," a compelling vision is critical to engaging, energizing, and focusing the efforts of managers and employees alike. Experienced executives recognize the importance of and take ownership for the development and communication of an aspirational vision that clearly and concisely describes the company's long term goals and values to employees, customers and investors. ​ Learn More... Poor Strategy The absence of a clear strategy for achieving organizational goals is a recipe for disaster. A good strategic plan enables an organization to focus its limited resources on the things most likely to achieve both short and long-term goals. While never perfect, these calculated bets should clearly outline organizational priorities and allow functional leaders to define their respective operational plans. ​ ​ Learn More... Weak Culture Executives who ignore culture do so at their peril and are doomed to experience long-term, negative consequences. Underlying beliefs, values, and behavioral norms are critical elements of an organization's culture. Strong cultures determine why and how things are done. C ultures evolve slowly over time and are highly resistant to change. Successful organizations ensure executives nurture and proactively shape organizational culture. Learn More... Employee Perspective On Purpose Issues Poor Leadership Executives without both good managerial and leadership skills are doomed to the organizational scrap heap. Employees look to those in positions of authority to set goals and provide clear direction. Employees intuitively understand that traditional managers strive to keep things under control and eliminate surprises and that leaders seek to drive change and realize a better tomorrow. Today's executives need to do both and bring employees along with them if they are to excel and achieve organizational goals. ​ ​ Learn More... Ambiguous Goals The absence of clear, realistic and attainable performance goals diffuses efforts and demotivates employees. Employees want clear, realistic and attainable goals. Moreover, contrary to popular opinion, measuring performance against objective and clearly defined goals is welcomed by most employees - particularly high performers. The trick is measuring both actionable leading indicators and outcomes. Good leaders give employees clear goals, the latitude to execute and the tools to gauge their performance. Learn More... Changing Priorities Frequent changing of direction without adequate explanation is a surefire indicator of managerial inexperience. The constant changing of priorities is often cited as necessary by management as they throw around the phrases such as "we need to be nimble and responsive to customers." However, in reality, more often than not, this is due to poor planning and a lack of managerial maturity. Employees want experienced leaders in positions of authority who are empowered to set the direction and priorities for their teams - not vacillate like leaves in the wind. Learn More... Manager Perspective On Purpose Issues Poor Governance Organizations lacking governance and control practices inevitably learn their importance the hard way. Strong governance practices enable effective organizational decision-making, allocation of resources and operational execution. By ensuring transparency, prioritization, and alignment with strategic business priorities, organizations maximize their probability of success. Governance should not be confused with ineffective bureaucracy; rather it must be viewed as a strong business enabler. ​ Learn More... Lack of Engagement Disengaged employees are destructive and can drag down the overall performance of teams. While it is frequently challenging, and often frustrating, managers must continuously motivate and engage employees at all levels - their success and the success of the organization depend on it. However, there are times when managers should cut their losses and release disengaged or destructive employees before things spiral out of control. The wisdom to know when and how to cut losses is what separates an average manager from a great leader. Learn More... Lack of Alignment Employees are largely rational beings and tend to act in a manner that serves their best interests when given a choice. Most successful organizations clearly articulate their values, behavioral norms and performance expectations. In addition, they ensure both functional and cross-functional strategies, objectives and priorities are aligned. All of which are reinforced by carefully designed rewards a recognition systems that ensure individual goals are not pursued at the expense of overarching organizational goals. Learn More... Each organization has its unique strengths and weaknesses - no two are identical. Canned solutions to addressing Purpose related challenges are doomed to failure. We work closely with clients to create a tailored approach that leverages their specific strengths and addresses particular issues and challenges. Are you ready to start your transformation journey? Schedule An Introductory Call