With a new director on the way, Bloomingdale School of Music took a human-first approach to strengthen communication, build trust, and ensure a smoother transition.
When a long-time Director prepares to step away from an organization after years of service, the natural reaction is often to focus on logistics. But at Bloomingdale School of Music, a nonprofit based in New York’s Upper West Side, their leadership took a different approach, one that prioritized people over process.
Set in a historic brownstone filled with the sounds of opera and piano, Bloomingdale’s Executive Team welcomed Christine Creter of Creter Group for an Insights Discovery session designed to deepen their understanding of one another and set the stage for a successful transition. And if there was any question about the vibe of this group, it was answered before the session even began. When Chris arrived, the Executive Team was having a spontaneous dance party in the Director’s office where the IT team was programming a new self-playing piano.
Taking Time to Talk, Before the Big Change
With tenure ranging from under a year to over two decades, this was a team that clearly enjoyed working together. “Our input call looked like an episode of Sesame Street, as they got to sit outside and take the Zoom call from the front stoop on a lovely day. They were clearly open to new ideas and ways of working,” said Chris.
They’d only been in their current configuration for about a year, but the relationships were strong. What they hadn’t done—until now—was create a shared language for understanding how they each prefer to communicate, lead, and collaborate.
Their Director saw this as more than a team-building opportunity. With her upcoming departure approaching, she wanted to set the team up for success, and offer the incoming Director a smoother on-ramp by ensuring the group was aligned and ready.
It worked.
Color as a Common Language
During the Insights Discovery session, each team member got the chance to understand their own behavioral style using the model’s four color energies: Fiery Red, Sunshine Yellow, Earth Green, and Cool Blue. More importantly, they learned how to observe, understand, and respond to each other’s preferences, especially in moments of stress, when communication patterns often shift.
The color-based language gave the team a safe, non-threatening way to talk about how they work and where they might unintentionally miscommunicate.
Anticipating What’s Next
One insight that stood out: the team recognized that their dynamic might shift significantly once the new Director took the lead. That wasn’t something to fear. Rather, it was something the group could prepare for. The group used the session to anticipate where adjustments might be needed and how to stay connected through change.
The session also helped surface an important shared commitment: to support one another in stressful situations, instead of pulling away or assuming the worst. They now know the cues that signal someone is feeling pressure, and how to respond with empathy instead of frustration.
A Selfless Move That Speaks Volumes
Many leaders wait for things to go wrong before investing in development or team alignment. Bloomingdale’s outgoing Director did the opposite. By bringing her team together for this work before she stepped down, she made sure they were ready—emotionally, interpersonally, and structurally—for what’s next.
As Chris put it, “I’ve worked with hundreds of teams, and I wish more would do this kind of work before major transitions. It’s a gift to the team and to the new leader, and it speaks volumes about the kind of leader the outgoing director is.”
Bloomingdale School of Music didn’t just prepare for a leadership change. They rehearsed it. And in doing so, they created more than a plan. They created harmony.