As experienced business leaders and qualified coaches we can support leaders in a mentoring relationship, which provides the wisdom of our experience and the guidance to ask the right questions.​
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Throughout the mentoring assignment a significant proportion of the value lies in the creation of space away from the never ending cycle of activity. The discipline of “taking a step back” leads to more effective, smarter ways of working that replace the natural instinct to simply work harder doing the same things and expecting different outcomes.
What emerges over time from the reflection can be described as a journey with different phases.
Awareness - assisted by research based tools, we agree on the primary focus areas and priorities for the mentoring agenda.
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Competence - build on the strengths of the leader and create new perspectives for the client that in turn allow them to see the new possibilities that lead to different courses of action and leadership behaviour.
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Execution - embedding new patterns and enabling the client to ask for themselves the questions their mentor asks.
A mentor relationship can support in four areas: as an insurance policy, a growth strategy, a sustainability play or to create legacy and support the transition from being the CEO.
Insure - When promoting people into new roles, especially as CEO, there is an acute awareness of risk. There is a risk to the organisation and its business if the new incumbent does not do a good job. There is also a risk to the individual’s career since failure is difficult to recover from. Engaging a mentor to support the individual as they step up helps to de-risk the appointment. It can be seen as an “insurance policy” or stated positively, a means of assuring success.
Accelerate/Grow - Organisations frequently look to unlock or realise latent potential in their senior leaders. There is a desire to continue to help the leader grow and accelerate the development of their capability. A mentor can help create the path for a leader to develop and achieve their full potential.
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Sustain - After a period of intensive mentoring, the emphasis tends to shift from personal growth of the leader and thinking partner on the business, to thinking partner pure and simple. The mentor is seen as trusted advisor and the client values the discipline of reflection.
Legacy/Transition - Mentoring for the leader at the close of their career can be highly effective. From the organisation’s perspective it is important that the CEO “leaves well” and creates a positive legacy. From the individual’s perspective they are frequently financially secure and are therefore, for the first time in their lives, facing the question of “what do I really want to do?”
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