Mentoring · 01
All programmesCEO & Senior Management Mentoring
In big decisions, someone who has sat in that chair is beside you.
- Duration
- 6 months12 sessions of 90 minutes
- Format
- One-to-onealso as a first-100-days or peer-circle format
- Agenda
- The mentee brings itthe real work, that week’s issue
- Mentors
PARTNER CONSULTANTHakan ArıSales · Marketing · OperationsTwenty-six years at three international companies, rising from sales to general manager.
- 26 years
- in sales, marketing and general management
- 3
- international companies
CompaniesDS Smith · SCA · Mondi
ExpertiseSales leadership · General management · Operations · Planning · Forecasting
PARTNER CONSULTANTCem ÖzkanFinance · Business Control · Supply ChainThirty years at four companies, leading finance, audit and supply chain.
- 30 years
- in finance, audit and supply chain
- 4
- companies
CompaniesParticipation Banks · Yıldız Holding · Mondi
ExpertiseCash management · Profitability · Investment decisions · Supply chain · Business control
PARTNER CONSULTANTKaan ÇağınHuman Resources · OrganizationThirty years at five companies, building and running human resources.
- 30 years
- in human resources management
- 5
- companies
CompaniesBorusan · Sandoz · Polisan · Petrol Ofisi · Mondi
ExpertiseHR systems · Union relations · Talent and pay · Organization · Growth phases
A one-to-one programme in which general managers and senior executives discuss their own real agenda regularly, for six months, with a mentor who has sat in that chair. The mentee brings the agenda: a board presentation, an appointment in the top team, a budget negotiation, a major change decision. The mentor shares experience and views openly and leaves the decision to the mentee.
How the six months unfold
- 45 minIntroduction
- Month 1Start: agreement and opening three-way meeting
- Months 2–5Deepening: two sessions a month, mid-point review
- Month 6Close and closing three-way meeting
- +3 monthsFollow-up session
Topics most often brought to the table
- Relations with the board and shareholders
- Strategy and priorities: what to say no to
- Building and leading the top team
- Decision rhythm and delegation
- Managing by the numbers: cash, profitability, budget
- Crisis, bad news and difficult conversations
- Leading in family businesses and shared ownership
- Leading change
- Their own time, energy and loneliness
After six months, the executive
- 01
Sets the board agenda; takes decision options, not just information, to the board.
- 02
Chooses the year's three to five priorities and says no, with reasons, to work outside them.
- 03
Discusses roles, expectations and the weak link in the top team openly; makes a delayed appointment decision.
- 04
Moves decisions to the right level and reduces the work piling up on their own desk.
- 05
Takes bad news to the board and shareholders early, together with options.
- 06
Divides their own time consciously between strategy, people and day-to-day work.