Why use mentoring?

Leadership roles can be lonely and this pressure increases if you are new in post. This is compounded if the new appointee is rather different from the existing Board. Sometimes they will be in a minority of one, which is challenging for even the most self-confident individual. With the current emphasis on diversity and appointments that break the mould, this inevitably means that many new appointees are in a minority around the Board table.

The new appointee needs support to maximise their contribution and ensure the Board gets the benefit of this diversity. This is where the role of a Trusted Advisor is key, and true independence and a broad informed perspective is invaluable.

It is critical that these new leaders are supported to ensure their appointment is a success, and mentoring provides a discreet and effective means of providing this support in a rewarding and time-effective way. Confidential access to an experienced Mentor enables the individual being mentored to test ideas before implementing them, gaining a different perspective and a valuable sounding-board. This leads to mitigated risk and enhanced performance, particularly in the critical early stages of a new appointment.

New appointees have to step up to making strategic decisions and understanding the dynamics of risk. The risk of making mistakes reduces with experience but this is only gained with time and some learning through experience.

Mentoring reduces this risk of failure by the transfer of both insight and experience. Mentoring also supports the development of soft skills in managing behaviour and relationship skills which become increasingly important when assuming Board positions, be it Chairman, CEO/MD, CFO/FD, Operating Director, Senior Executive or Non-Executive Director – all roles where sophisticated soft skills and judgment are critical to success.