Below is an overview of the categories in which we work. These areas represent a springboard from which we create our programming that is reflective of need, challenges, organizational goals and cultural make-up and realities.

Strategic counsel

trusted advisor
thought partner

Professional development

individual, team, leaders, managers, supervisors
coaching and counseling
skills building and training
engagement and inclusion

Organizational development

discover: cultural assessments — “what shapes how we do things around here”
connect: “the dots” in what we’ve discovered
recommend: initiatives, programming, actions
activate: on ideas and chosen recommendations

Mediation

transformative
transactional

Programming — some examples

Here are just a few examples of programs we have built and leveraged in order to solve complex challenges and needs within our clients organizations. These programs can be customized, combined, or provide a starting point based on the unique issues, participants, and the specifics of the “fabric” of each organization or institution.

LeaderCare —

Exceptional times call for exceptional leaders. Leaders who, despite disruption and uncertainty, remain grounded, make those tough calls and deliver key information. In doing so, they inspire others to navigate these circumstances skillfully and collaboratively. With LeaderCare, Breakthrough Collaboration offers a modular program to address three crucial leadership areas, with content curated specifically for times of crisis:

Compassionate Leadership: boosting your well-being and mobilizing others to be their best
Informative Leadership: communicating targeted, timely and actionable messages
Agile Leadership: flexibility, prioritizing, direction-setting

Breakthrough 360 —

In today’s complex and fast moving environments individuals are often unable to step out of their day-to-day challenges to gain a clear perspective on “how they are doing” . The Breakthrough 360 provides an excellent tool in planning and mapping paths in development and performance. Designed with an academic focus, the 360 marries feedback from a number of key stakeholders in the individual’s circle (including managers, peers, and direct reports) with the individual’s own self-evaluation. Using this “balanced performance portrait” as a starting point, we join with the individual in identifying both where they are doing well, and where they are challenged. Most importantly, we partner with them in developing both short- and long-term actions focused on their own professional growth within the context of the institution’s mission and purpose.

Positive Workplace —

A significant factor influencing how employees feel about work is their work environment. Beyond just the physical space there are the elements of relationships with co-workers , supervisors, the culture at large and the opportunity for personal development. Positive Workplace, grounded in real, real-time scenarios, helps organizations look at the set of factors that influence achieving a positive workplace for all. From reinforcing the elements that are good within the organization to clarifying boundaries of behavior and policies around bullying, harassment, and workplace violence to moving beyond compliance to behavioral change, each program component is designed to enhance the environment in which your people work and keep them motivated and engaged.

Civil Campus —

What influences someone’s desire to be part of any campus community? The ability of that community to welcome that individual, offer a sense of full inclusion, and allow for that person to contribute, thrive and be successful. Civil Campus is a program that brings together all members of the campus community – faculty, staff, and student populations — to build collectively, a place where all can flourish. The program helps look at and reduce tension points, create a safe space for productive conversations and action, helps to build and reinforce the standards and policies that provide a critical platform for behavior, and design specific efforts and practices that unite these populations around their shared goals for their community. The benefits include a reduction in campus incidents, enhanced reputation, and better results in recruiting for students, faculty and staff.

New Managers Boot camp —

Many people find it challenging to move into a supervisory role and become responsible for achieving results through the work of others. This highly interactive program focuses on building core supervisory skills, and is designed to be especially helpful to those new to a managerial role or new to any organization. The program combines the “nuts and bolts” of managing the employee lifecycle (legal issues, recruitment, motivation/engagement, performance management) with a variety of exercises and content designed to jump-start or re-charge essential supervisory skills basics, such as owning your role, having challenging conversations, and managing change.

Leadership Institute —

More than ever, today’s leaders face a long list of challenges. Best practices and staying current, motivating and mentoring people, articulating where the organization is going in an ever changing, academic environment, and encouraging diversity of people and thought. And, to be successful, you need a blend of hard and soft skills, analytics, policy sophistication and systems understanding. This is an intensive leadership program designed to nurture creativity and innovation as well as build leadership skills. Through a series of concentrated, practical, knowledge and cohort sharing sessions, leaders work on their personal gaps and test strategies in – experiential and adaptive transformational leadership practices, critical thinking and action, enhanced policy decision making, thinking and working institutionally, forming better partnerships, and ways to build a high performance organization.

Faculty Behaving Badly —

Managing— problems that are relatively simple, problems that are time-consuming but ultimately manageable, and problems that are so intractable that they seem to defy resolution. What do you do when the colleagues of a popular, gifted professor complain that his or her behavior is disruptive? What steps do you take when complaints give way to statements of concern for physical safety? How do you respond to questions regarding what actions the institution can or will take to address the situation? What legal concerns need to be considered?

This program helps Chairs, and their institutions, to intervene effectively with faculty in a manner that addresses the needs of the department, the faculty member, the institution — and the students.

Products and Services