Executive Advisory · Services
Executive Mentoring: A Thinking Partner for the Decisions That Are Hard to Discuss Inside
The higher the role, the fewer the people a leader can think out loud with. Good mentoring provides that space, and turns it into better decisions.
Senior leaders face decisions that are complex, consequential and often lonely: reorganizations, difficult people decisions, conflicts between functions, and moments when the plan meets reality. Executive mentoring gives them an experienced, independent partner to think with, someone who has held similar roles and has no stake in the internal politics.
Who it is for
- Founders and CEOs moving from building a product to leading a company.
- VPs and division heads stepping into a larger role or a new organization.
- Engineering and operations leaders moving from expert to manager of managers.
- Leaders in transition: after a merger, a restructuring or rapid growth.
What mentoring is, and what it is not
Mentoring is not therapy and not consulting in disguise. It combines listening, challenge and practical experience. The mentor helps the leader see the situation more clearly, test options, prepare for key conversations and reflect on what worked. The decisions remain the leader’s.
Common themes
- Moving from doing to leading: delegation, priorities and building a management team.
- Leading through ambiguity, change and conflict between functions.
- Communicating with the board, investors and senior stakeholders.
- Building trust and accountability in teams that span countries and cultures.
From engineer to manager
Many technology leaders were promoted because they were excellent engineers. The skills that made them successful, deep expertise and personal problem-solving, are not the skills that make a great manager. Mentoring helps this transition happen deliberately, rather than by trial and error at the team’s expense.
How we work
An engagement starts with an intro conversation and agreement on two or three focus areas. Sessions are regular, typically every two to three weeks, with availability around key decisions and meetings. Everything discussed is confidential. Progress is reviewed against the focus areas, not against the number of sessions.
Questions to ask yourself
- Which decision am I postponing, and why?
- What is the one thing only I can do in my role, and how much of my time goes to it?
- Who in my organization tells me what I do not want to hear?
This service is part of our Executive Advisory division. See all Executive Advisory services, or talk to us about your situation.
This article reflects the author’s professional opinion only. It is general information, not professional advice or a recommendation to take any action, and any use of it is the reader’s sole responsibility.