This month I’m returning to a subject that is as important as it gets for the ongoing welfare of non-profit organisations – how the leaders within this very varied sector are able to flourish as individuals while remaining in charge of the destiny of their organisations.
It is almost impossible to pick up an article or book about successful leaders and entrepreneurs these days without finding a story or quote about how that individual derived enormous benefit from having a mentor at some stage of their career. Mentoring has been going on for a very long time – famous relationships include Socrates and Plato, Aristotle and Alexander the Great, and more recently Freddie Laker and Richard Branson. Indeed, government statistics show that 70% of small businesses whose leaders receive mentoring survive for five years or more, which is double the rate compared with non-mentored entrepreneurs and, in addition, they are 20% more likely to experience growth.
We know that a CEO crisis line has just published data to say that it has received twice as many calls this year as last. So, if it is true that the leaders within our sector are increasingly aware of the need to run their organisations as successful businesses while also being under incredible pressure from all sides, and if it’s also true that leaders of all kinds benefit from having a mentor, why do so very few Chief Executives, senior management or Board Chairs have mentors?Read More