Winners take risks, and they are just as fearful of failure as anyone else, only they believe in their ability to find effective and productive solutions as challenges arise.

Purpose and Scope

Being an executive at a high level, now or in the future, brings about many questions, challenges, opportunities, rewards, and many other gratifying, some to a greater or lesser degree.  What we try to do is accomplished in weekly 45 minutes discussions between the executive and me.  Either the executive or I, bring about a work issue (i.e., a challenge, an opportunity, a situation) and what we do is try and see all angles or aspects of the situation in order to develop together optimal alternatives as to how the executive should treat the specific situation at hand.

As part of dealing with the specific issue, we try to address not only the situation itself, but also areas of professional and business development that may be currently, or in the future, useful for the executive.

Return on Resources

Having managed during my career in excess of 10K employees in multiple large and small organizations, globally, has endowed me an arsenal of issue handling experiences and paths which have worked over the years.

What the executive is exposed to is a confidential 1:1 discussion where they can learn and develop from this 1:1 mentorship. And, what I try to do is not to replace the executive’s judgment or decision-making capacity, but rather augment it by introducing different angles on how to handle the specific situations.  The feedback I receive is gratifying, in general, as not always am I able to assist, even though I try to do my best at any given situation.

Purpose and Scope

As an initial matter, the Executive and I start our discussions by presenting 35 distinct skills and capabilities sets which over the years have been developed by me as necessary for leaders to have in order to execute their positions to the best of their abilities.  Once we are done learning about each skill set, we work together on an assessment plan, pursuant to which we try, to the best of our abilities, to determine where the executive is located on a scale.  By doing that, we assign a value to each skill set, evaluate what may be needed from an executive and review the areas of possible growth and development for the executive.  Once we are done learning the specific skills set, and revving and increasing capabilities with each area that requires development, we embark on a journey that takes us through 15 scenarios, each one presenting or addressing each of the skill sets previously discussed.

Return on Resources

As we go through each one of these scenarios together, the executive gets a first-hand impression of how to deal with different situations, opportunities, and challenges. It is this closely monitored learning and confrontation experience which leaves executives with an augmented ability to handle different situations when they need to do it on their own watch.