ISDS Performance Management

Services

• Business & Strategic Planning
• Sales & Marketing
• Change and Risk Management
• Performance Management
• Coaching & Mentoring

Downloads

• ISDS Prospectus (.pdf)

Mentoring (cont)

Mentoring for MD/CEO takes many forms but one of the key aspects is to be non-judgemental and to 'listen' and NOT impose specific or prescriptive change; particularly as most MD/CEO's are self confident, assertive, focused and to some extent at least, entrepreneurial and certainly the 'expert' when it comes to their business.

However, the leaders role is a lonely one which faces many challenges in leading the enterprise on the journey to creating sustainable value. Also, most if not all SME leaders have evolved into the role without any specific training or development for the role in its contemporary context.

Advice from an external resource experienced in the role, its environment and challenges, coupled with a successful track record and with no agenda other than support for developing the leader is therefore potentially of real value. Such support must also be objective and dispassionate. Telling someone what they want to hear; as opposed to what thye need to hear is doomed to failure.

My experience at ISΔS has therefore taught me that trust and confidence are vital to establishing an open minded bi-directional dialogue for any real impact to be achieved. Synergy and chemistry therefore play their part and I appreciate that the process is not for everyone. However, when it works well, major holistic benefit results.

ISΔS is therefore focused on working at the leaders level, in a 1 to 1 manner that is totally confidential, empathetic and directly within the context of their role and its needs. The approach is to listen and work with the leader in identifying core needs as opposed to quick-fit prescriptive solutions which address the symptoms.

The delivery is focused on the development of personal value for the leader, improving personal performance (cause) with the outcome one of personal AND business benefit (effect). Sessions are normally kept to 3 hours maximum so as not to interfere with the leaders daily business schedule, yet allowing enough time for continuity that enables real progress to be made over acceptable timescales.

Depending upon the needs, sessions are typically held on a weekly to monthly basis and can be held where is most appropriate or convenient to the client.

I feel it vital to also ensure that the mentor/mentee relationship is established as a peer to peer 'partnership' with no sense of hierarchy.

The role of mentor is therefore varied and tailored to the mentee's needs in delivering the following benefits:

Providing a process for improved, informed decision making, the identification of potential cause-effect outcomes and the management of these decisions

Inspiring confidence in the mentee to lead necessary and vital change and/or make key decisions

Providing an empathetic un-biased 'shoulder to shoulder' support mechanism to ensure delivered value

Providing a wealth of knowledge, skills and experiences developed specifically within the context of the leaders role and Board environment

Stimulating, re-invigorating and inspiring the leader, reducing stress and facilitating their longevity & passion in the role

Providing inspiration for the development of the leader into the contemporary MD/CEO role

Providing guidance on the development of leadership skills to successfully manage change and align all resource with their Vision

With no agenda other than support for the individual, providing dispassionate and objective advice for sensitive and difficult decisions

Providing a sounding board and a 'what if' analysis 'tool' for the debate of major issues before exposure to a wider more sensitised audience

Facilitating improved all round balance of the '5 life streams' for the benefit and longevity of the individual within their role.