Leadership Advisory
A senior executive looking for a new role or about to start a new position may benefit from an external coach/advisor.
For some time I have focussed on Career Transition and Mobility Advisory i.e. Executive Mentoring and Onboarding, aimed at senior executives (C and C-1). Career Transition (CT) is the process in which the candidate is supported in his/her journey to find a new role. Anchor Advisors, Subject Matter Experts and Strategic Advisors are at the candidates disposal during the program. Increasingly, certain leaders may benefit from Executive Mentoring and Onboarding in order to become successful in the (new) role.
Career Transition
Anchor Advisor
As an Anchor Advisor I guide the client through a six to nine months program preparing the candidate for his/her next career step. Following a disciplined Road Map consisting of three stages, some key objectives are addressed:
- Assess career opportunities and build a personal brand
- Networking, prepare meetings with executive search firms and hiring managers
- Review offers, assist in the negotiation and conclusion of the offer(s)
Strategic Advisor
As a member of a bespoke CT Team I am one of the Strategic Advisors to provide expert advice on topics like Banking & Finance, Private Equity, Risk Management, Corporate Governance or Strategic Management issues in general.
Why me?
I feel very comfortable in the overlapping space of coaching and advising executives. Being familiar with the challenges executives are facing in their search of a new career step I am keen to guide the candidate during this transition journey
Mobility Advisory
Executive Mentor
Many organizations believe that their leaders generally possess a significant wealth of experience, knowledge and capability when it comes to mentoring other executives and talents. Unfortunately, they often lack the time to devote to mentoring. And what if one of the senior leaders himself (or herself) wants to take on greater responsibility and advance in their career? In both situations it has become more common to engage external mentors to take on this responsibility.
The process of executive mentoring enables the C-suite to foster and support their long term progress.
Mentoring supports and encourages executives in achieving both short - and long term objectives.
A number of senior executives struggle with the problem that “it is lonely at the top”.
Executive mentoring addresses
- Personal development
- Job fulfilment and execution of complex tasks (e.g. strategy)
- Significant life transitions and corporate events (e.g. restructuring, transformation etc.)
- Improve leadership capabilities and effectiveness of the executive leadership team
- Mentors will listen actively and provide guidance; the mentor should be open to someone’s struggles; the mentor is capable to give tailored advice
What can I bring?
Based on my experience in leadership I appreciate the challenges and pressure the executive may face to do well in a new corporate role. My intersocial skills and collaborative attitude make me fit to be an effective mentor.
Onboarding
Nearly every individual feels pressure to do well and deliver results within the first 100 days. Onboarding means: introduction to the job, understand the tasks and responsibilities and draft a plan including a set of deliverables to be achieved at the end of the onboarding period. Set the stage for a successful integration process.
If the organization does not have the internal resources and or time to commit to an onboarding program, an external advisor can be hired to take care of the onboarding process.
The Onboarding program:
- Draft a plan (what do you want to do), to include objectives as agreed with your manager
- Read the culture (norms, values and style of the organization); try to fit with the culture
- Determine the priorities, always keeping in mind the agreed expectations
- Build alliances, i.e. meet with senior management, peers and direct reports
- Diagnose the organization (how does it work)
- Determine early impact wins (create impact and built momentum)
- CEO: what are your impressions, what should be the priorities, how to go about it
- Drive the agenda and communicate your “progress”to the executive team and other colleagues
- Stick to the (onboarding) plan
Why me?
Throughout my career I assisted many colleagues in their new role. It is crucial for the executive to have a good start and establish a solid base to do well and feel comfortable in the new organization. As a Trusted Advisor I would be keen to be your partner.
Levert Advisory Services
CoC 77062892
VAT NL860888265B01