Leaders often struggle silently on a daily basis. Though boards of directors can be helpful allies, for many executives, leadership is a lonely task.

Leadership can be especially difficult if your organization is changing direction, starting a new initiative, or even worse, beginning to falter.

• What does it mean to be an effective leader? And how can you become the leader you aspire to be?
• How do you stay focused on the results you want to achieve?
• How can you manage for change—yourself, your board, your staff members and your allies?
• What's your strategy for thriving in today's difficult economic climate?

At Crecer Strategies, we can help you answer these and other leadership questions and successfully navigate the challenges you face.

We work directly with organizational leaders and leadership teams, both staff and board members, to provide one-on-one consultation, strategic and business planning support, as well as management and leadership training. We tailor our services to meet your needs.

Case in Point

Providing crucial leadership support in times of transition...

Often start-ups (both for-profits and non-profits) begin with great vision and energy. Fueled by the passion of their founders and the excitement of doing something new, many organizations accomplish great things in their first one or two years.

Once start-up fever begins to wane, however, leaders discover that phase two of growth is rough going. Funding is harder to secure, staff are not as energized as they once were, and new competitors have entered the field. There are a myriad of reasons why organizations fail at this point.

At the Vines of Mendoza, we experienced a very similar pattern of growth and contraction. After an initial period of rapid expansion and investment, we faced an impending cash shortage, and without decisive action, the possibility of having to close the doors of the business.

To address this situation, the leadership team had to work quickly to streamline organizational operations and to shift the leadership focus from "start-up" to "stable profitable enterprise." This required a change in management style, rhetoric and systems. And, it demanded renewed commitment throughout the organization.

By working directly with the CEO and leadership team to create a narrative to explain the shift to staff, board and investors, and by instituting new accountability structures, we were able to help the Vines' leadership change course in a way that not only created successful business outcomes, but also reengaged the team and helped redefine the business. Today, the Vines continues to grow and thrive, six years after it's founding.