The solitude and loneliness of leaders has been recognised for some time.

 

I have been providing what I have termed "Mentoring-in-Confidence" (MIC) services to senior executives for a number of years now. The MIC-type mentoring is the highest level professional mentor available in the counselling market and is an amalgam of business coach, life coach, executive coach and oracle mentor.

Access to a MIC provides senior exectives, Chairmen and directors with a practical way to overcome their solitude and obtain high-level assistance - without undermining their status in the eyes of their peers, seniors or subordinates.

The service provides senior managers and directors in large corporations with confidential advice (hence the name) and technical support in a manner that is invisible to the client’s organisation and staff but with the approval of the Board of that organisation.

This type of service provides:

• One-on-one confidential mentoring of senior managers and directors for an annual retainer-based fee;
• Relationships between the MIC and executive are strictly confidential;
• MIC and executive sessions are organised at a time, frequency and place to suit both parties;
• The MIC is always contactable by the executive for advice or discussion;
• The MIC helps the executive work through specific corporate or personal issues and challenges in a “back-room”, strategic and confidential manner;
• Any suggestions, strategies or actions that emanate from a MIC/Executive relationship are seen as the executives's "own work”;
• The MIC can introduce Subject Matter Experts (SME) as required by the executive.
• MICs can organise and facilitate intensive confidential workshops to target, solve and brainstorm specific client issues. SMEs may be invited to participate in or lead intensives.

The MIC service should be used in the following contexts:

• When a CEO or very senior manager needs a “strategic angel”;
• When a CEO or very senior manager needs a confidante;
• When an intimation of change may create distress in an organisation;
• When the CEO or senior management have certain technical skills and capabilities but not others;
• When the CEO or senior management believe that internal recommendations for initiatives and projects may be biased by self-interest;
• When it is hard to determine a “good for business” view;
• When a CEO needs independent validation or a “technical filter” from experts;
• When a CEO or senior management struggle with balancing career and family;
• “Stapled” to a new senior appointment to help in a speedy ramp-up.