It can be lonely at the top, and the pressures are often great. There are often issues that the CEO or other senior executives need to consider outside of the boardroom. So it pays to have access to a senior professional who has run companies and departments before.
The frequency of interaction with a mentor can be whatever suits the individual – weekly, fortnightly, monthly, in person or over the phone or video.
The list of issues to discuss is effectively endless but could include the behaviour of a board or leadership team, pressure from other group companies, structural issues, personality clashes, client handling, growth demands, staff problems, personal dilemmas, and many more.
All of this is handled in a sensitive and highly confidential way, aiding a calmer perspective and greater clarity of direction.