1.

Intro
2. The overview of the presentation is as flashed. We will introduce the
background of the case, show the existing problems, present possible
solutions and analyse their advantages and disadvantages
3. The case is about a fictitious CEO Eliot Robbens. He is the head of a startup
called TrakVue. He is ambitious and has wanted to climb the corporate ladder
for some time. However, there were always people ahead of him. One year
ago, he was put in charge of an internal venture and he convinced the
management to spin it off as a separate entity with him as CEO
4. The problems mentioned in the case are as flashed. He had given ambitious
projection two years ago and it was coming back to bite him. His BoD
perceive him as being at least a year late in performance because of bad
results. His second VP of sales in a row has quit the company. His friend on
the BoD is distancing himself and he feels like no one understands his issues.
He has tried some executive coaches but they have not hit it off.
5. We can boil down the problems to four major issues. One – the CEO is
clueless and does not have a formal mentor/coach
Two – he does not take input from his people. Three – he does not admit
fallibility and maintains a front. Four – he is stuck in the experience trap. ie he
does not look for new ways to do the same things.
6. Some of the possible solutions are as mentioned – We will look at each of
them in detail in the coming slides.
7. By wise mentoring, we mean that mentors who are “10 to 15 years ahead” of
their mentees. They have seen and gone through all the situations and can
offer advice from experience and not speculation. The relationship is driven
by the Mentee in this case as he feels the need to deal with complex
situations. As with all Mentor-Mentee relationships, strict confidentiality and
open communication is a must
8. In a survey by Harvard Business Review, 71% of CEOs who had mentoring
mentioned Improved Company performance. 69% said they were making
better decisions. 76% were better at fulfilling expectations and 84% were
better at carrying out their roles better.
The disadvantages are obvious. Improper matching can result in negative
results. There should not be any conflict of interest between Mentor and
Mentee. It is better to get an outsider rather than one of the BoD for this
reason. The CEO needs to be receptive to constructive criticism and new
ideas for this to work.
9. A management coach can help in building better strategies and demonstrate
new skills. Together, they carry out a business level SWOT analysis and then
work on the weaker areas. They assess various aspects and help in setting
realistic goals. If you remember, one of the issues in this case study was also
the ambitious projections by the CEO. The progress of coaching can be
evaluated using CIPP method to map performance against the professional
coaching service. It goes without saying that trust and strict confidentiality are
a must for this method.
10. Advantages are as flashed- They help in improving problem solving skills and
demonstrate what to do in specific conditions rather than the generic
approach in mentoring. They will help with short term goals and milestones
and come up with strategies. They also advice on how to go about the
specifics of execution. Most professional coaches offer a six month program
for their clients. Some of the disadvantages are as given. The first one is
obvious. In the case, the CEO goes through multiple coaches but does not
find them suitable. Breach of confidentiality is also a threat since you will be
sharing sensitive business information with the coach. Finally, the CEO must
accept his weaknesses and admit the requirement for a coach for the training
to be effective.
11. Traditionally, mentoring pairs an existing senior professional with an
upcoming professional with potential. Reverse mentoring does the opposite. It
pairs an established leader with an upcoming leader. In this method, the junior
offers fresh perspective and skills that the Senior can learn from. The senior
who is the Mentee does a personal SWOT analysis and decides the weaker
areas. Junior who will be the Mentor are identified based on the traits which
need to be learned. Idealistic goals are set and progress is measured on a
timely basis.
12. Advantages of reverse Mentoring – The estaqblished and emerging leaders
are both empowered. It promotes the voicing of new ideas by juniors. It closes
the knowledge gap between Mentor and Mentee in various fields. It is an
efficient tool for sharing knowledge, creating engagement, developing
leadership and building intergenerational relations based on acceptance.
Disadvantage – Management may not be convinced of requirement for
Reverse Mentoring. Eg- study found that in Poland, only five firms were
available where reverse mentoring had been implemented. Also it is difficult to
match mentor and mentee in this case because SWOt analysis may not
always be objective.
13. Thank you