About us.

We coach when asked to do that. However, we prefer to mentor. Here’s how we conduct mentoring in simple terms: A new C-level hire is our client. They have a decision to make. They have realized by now that even though they made many similar decisions in the past as a dean or vice president, this one effects the entire college. They are now operating above ground level (>5,000 feet?) and must look at the same decision from different and possibly new directions. They have drawn a conclusion based upon answers to questions they asked, and research they have conducted, but they are a little unsure of the decision. We do not walk them through the process or talk them out of a decision unless necessary. Instead, we ask how they arrived at their conclusion, determine if there are possibly questions left unanswered, suggest those, and analyze the decision as it stands. If it works, there is no need to change or modify it. If there are other possible outcomes, we may suggest them, but if the original or modified decision works for the situation, we mentor the client to the implementation of that decision. Not the process to get there

We presume that the hired C-level has the skill to get to a decision. It is however possible they did not ask enough, or the right, questions. Or, they may have misinterpreted the situation or even gone in with a preconceived decision, before analyzing the problem at hand with an open mind.

We meet with the Board, or Board sub-committee, or the client directly, and form an evaluation of the current situation, the desired situation, and develop a plan that will take the hire from current to desired levels in a faster pace than if they are left to their own devise.