I currently mentor a number business owners, directors and CEOs. There are a number of dimensions to all of this but the biggest hurdle that I encounter is the Chairman, CEO or director who by virtue of their position, believe they "know it all" - and it's much more common than one might think.

When I mentor CEOs, directors and chairmen, it is often important to do it in a way that is "invisible" to the organisation because it may compromise their standing and status. The only people who are aware of the relationship is the board (who approve the relationship) and accounts (who pay for it). Even then, the discussions between the two are totally private.

I call it Mentoring-in-Confidence (MIC) which is quite different to a coaching role which often relates to the development of specifc skills.

A MIC is a professional, very senior and generally mature person with a broad and deep
understanding of people, organisations, commercial processes, political processes and
organisational systems and structures.

The MIC has superior talents in identifying root causes of issues and quickly providing options for action.

The MIC acts as a strategic angel, confidante, network pivot, devil’s dvocate, “technical filter” and mentor who challenges, guides, suggests, helps, helps develop strategies, facilitates and coordinates for his/her client.

The relationship is guided by strict confidentiality, ethical, honest, open, sensitive, professional and forthright standards and discipline.

The relationship built between a client and a MIC often develops into life-long friendship.

A key element of the relationship is the chemistry between the two people  - a person who is not prepared to consider the experience and advice of others is not generally fertile ground for growth and development.