Establishing openness
Although many members may jump into the mentoring group ready to divulge all their issues, others may approach the environment with some hesitance. Encourage them to start small and pose questions that will draw out their problems. Ask what their greatest challenge is or what major decisions or opportunities they’ll face in the next six months.
Mazzella takes members’ temperature when he meets with them individually, asking them for the state of their business and their personal life on a scale of 1 to 10.
When issues come up individually, the facilitator should point the CEO toward a solution, whether that means encouraging them to bring their problems to the entire group or taking a smaller step.
“Part of my job is to connect the members,” Mazzella says. “Rick, for example, had some success in an area, and I know that this other member is struggling in that area. I might let them know that this is going on: ‘Why don’t you two talk?’”
To break the ice at the beginning of each meeting, take five minutes to go around the room and get updates on everyone, both in business and personally.
“I’ll say how things are going, if there’s anything big with my kids getting any academic awards or achievements of my wife,” Schultz says. “You’ll throw that out there, so it’s up to each member. There are no rules of engagement, [like] ‘Now it’s personal time to talk.’ It’s an open forum.”
Once you’re ready to bring a serious issue to the table for some advice, prepare like you would for any presentation. Mazzella’s Vistage group uses an issue preparation form that outlines the history of the problem, why it’s an issue, an ideal outcome, possible options and questions for the group.
“You frame in your issue, and it asks you a bunch of probing questions,” Schultz says. “Once you put your issue on paper, you’re 89 percent there. It even asks you, ‘What do you think the outcome is going to be?’ It’s like, ‘I bet we’re going to end up on one of these points.’”
But often, self-analysis of the problem isn’t enough to find the solution. While the outline helps you articulate your issue, your mentors may offer alternatives beyond your realm. Discussions reveal the benefits of the group setting: both the range and amount of input.
“We’ve had CEOs say I hate selling,” Schultz says. “I’ll say, ‘Why don’t you do telemarketing?’ Another guy will say, ‘Why don’t you do mail marketing?’ Another guy may say, ‘Why don’t you just get out there and see if you can do it?’ Having a table full of those people [is] different than just having one mentor.”
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Even if the perfect solution doesn’t come straight from another member, the open atmosphere may knock something loose in your mind.
“Sometimes interaction will produce a better answer than anyone around the room,” Mazzella says. “The opinions of the other people will get them out of the box a little bit.”
In the end, you must make your own decision, weighing the advice of your business peers against your personal insight to the situation.
“Once the CEO makes the decision, he can move forward with his eyes wide open with respect to what his alternatives were, what the potential pitfalls are and really be able to weigh the options with more info than we would have had otherwise,” Mazzella says.
To keep members on track and establish accountability, have them define their decision to the group and divide it into smaller action steps. That way, you can hold them accountable to achievable goals and ask them specific questions about their progress.