One of the most sought after services I find in working with family-owned companies is that of training and developing presidents who find themselves in the position without adequate training. This may be due to a unexpected retirement, a sudden death in the company leadership, or simply an immersion for a variety of reasons.
It can foster a wide range of responses in the son, daughter, or relative that encounters higher expectations than they may be ready to meet. Frustration can lead to counterproductive behavior that hurts everyone.
If an independent person, usually a consultant, who, by virtue of being seen as neutral, can gain the trust of the newly crowned executive, some pretty remarkable turnarounds are possible. Enter the mentor.
Having been fortunate enough to have been a mentor, in a wide variety of roles, I have learned a great deal, some things the hard way. Here's what I've absorbed over the years in the form of ground rules:
1. The mentor's sole purpose is to serve the mentee.
2. The success or failure of the process is contingent upon mutual trust.
3. There is tremendous value in diversity of opinion (each person might learn something) and honesty (saying what needs to be said in a caring way.
4. The mentor's responsibility is to prepare and consistently deliver needed content & perspective that facilitates the mentee's professionalism & personal growth.
5. The mentee's responsibility is to study, evaluate, & discuss the content and perspective brought forth. Growth is a journey as well as a destination.
6. Sessions should be regularly scheduled & a top priority on each person's schedule. Because of body language and innuendo, they should be done in person whenever possible.
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