JH Management

Business Consulting & Advisory


Management and Organizational Mentor

The appointment of management positions by new external or ambitious internal employees is also a planned change. No change in the company has such a direct impact on the organizations as a change of leadership.
In both areas of responsibility, we bring in  many years of expertise as a manager and mentor.

It is not unusual when both tasks are performed by one person. With the right configuration, this can lead to an "adhesive effect" and let the new manager and the newly led organization grow together. In addition, the mentor can work in both directions. The essential component of this procedure, however, is the mutual trust in this love triangle (organization <-> mentor <-> manager).

Leadership Mentor

"Boss suddenly overnight". For some, this may be the long-awaited promotion and recognition of the achievements of recent years, for others it is an almost insurmountable hurdle: yesterday expert - today leader. Yesterday one more of the organization's knowledge carriers and today the new leader.

Lacking prior knowledge of business decision-making and leadership behavior makes it difficult to get over the organization.

As a senior executive mentor, I accompany the (junior) executive step by step on the path to becoming a leader who trusts and follows the organization.

Important tasks of the executive manager mentor are:

  • Select and evaluate suitable (junior) candidates

  • Preparing candidates for leadership (*)

  • Accompanying the manager in the change phase

  • Sustainable contact with the manager

(*) We support the appropriate selection of training and development, performance review and follow-up actions such as: B. individual coaching.

Organization Mentor

As great as the challenge for a (junior) manager may be, the changes that an organization experiences through a change of leadership are many times more complex and complicated.

The organization as a "purpose community" has given the organization goal according to the "old" executive a "rendezvous". Over time, everyone has become more or less used to each other and knows the small and big quirks of the others.

If the "newcomer" is a former out of his own ranks, the complexity of the requirements increases exponentially. For the employees, it is very difficult to make a distinction between "yesterday" and "today" between "colleague" and "boss". In addition, one or the other does not understand, "why he and not me?".

But even if an external (from another area or from another company) manager is to lead the employees successfully in the future, the change must be carefully planned and accompanied.