While in the past there was more time and internal resource available for the skills of Board membership to be developed, there is now a real need to find external resources to enable the most senior people to fulfil their roles to greatest effect and timing.
As a result, we work with individuals on their appointment to, or in preparation for, a Board or Executive team position. Specifically, we support newly appointed Chief Executives, Non-Executive Directors and individuals in the succession plan for a Board role.
Manchester Square’s approach is based on an understanding of human and other Board dynamics – in itself an amalgam of our collective backgrounds in executive search, Board membership, leadership development and assessment.
Each individual’s situation is different. Our starting point is the Chairman and other senior Board members’ view of the areas in which an individual would benefit from development.
We then undertake a diagnostic process in the form of a full feedback exercise and a psychologically-based exploration of the client’s capability around complexity – a key factor in establishing the scope of an individual’s potential contribution in a Board role.
Based on this analysis it becomes clear which developmental interventions will be most valuable. Each individual will require a tailored programme. The options of our approach include:
- – The identification of a relevant experienced Board-level Coach; or
- – The identification of a Mentor – a senior Board member elsewhere whose experience is directly relevant to the issues facing the client - and the establishment of the Mentoring contract and relationship; or
- – Practical assistance in obtaining a Non-Executive Directorship on an appropriate external Board and providing coaching and/or mentoring on the transition from an Executive to a Non-Executive remit.
As every client situation calls for different qualities, we do not have or publish a gallery of either Mentors or Coaches. Based on an agreed analysis of the situation, we search out the right Advisor for each client. The crucial determinants of either an appropriate Mentor or Coach are that they have strong commercial and strategic credentials and have a demonstrable ability to help other senior people learn.
A typical Director Development Programme will last for a year. Fees are billable in two stages: on commencement of the diagnostic phase and at the point at which agreement is reached with the client and Board as to which development intervention will be of greatest value.