Mentoring
Ongoing, one-on-one work with owners and the leaders they’re developing.
For owners
You built it around yourself. Now it can’t run without you, and there’s nobody inside the company you can say that to.
Mentoring gives you someone who has signed the front of the check. We look at how your week actually runs, decide which decisions should leave your desk, and work on the habits that pull them back. Between conversations, you do the work. In them, we look at what happened, not what was supposed to happen.
Everything you tell me stays between us, including the parts about family.
For rising leaders
Your best people got promoted because they were good at the old job. Nobody taught them the new one.
I work one-on-one with the managers and future leaders an owner is counting on: how to make the call the owner would have made, how to run a team instead of doing its work, and how to have the hard conversation instead of waiting for someone else to. I’ve built leadership development programs and trained and managed teams of trainers, and the lesson is always the same: people learn more from what they watch you do than from what you tell them.
Start with thirty minutes.
Tell me who you’re developing, yourself or someone on your team, and what’s in the way. I’ll tell you whether mentoring is the right fit. If it isn’t, I’ll tell you what is.