Experienced, independent counsel for leaders facing significant leadership and organisational challenges.

Leadership can be rewarding.

It can also be surprisingly lonely.

There are times when the issue in front of you cannot be resolved by another meeting, another report or a quick answer.

You may be dealing with competing priorities, an underperforming team, a difficult board relationship, financial pressure, organisational change or uncertainty about the direction ahead.

Sometimes you simply need someone outside the situation who has been there before — someone who can help you step back, understand what is really happening and determine what needs to happen next.

Executive Advisory provides that outside perspective.

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When the issue needs more than a quick answer

Executive Advisory is a focused 90-day advisory relationship for CEOs, Executive Directors and senior leaders facing a significant leadership or organisational challenge.

It is not a conventional coaching program.

There is no predetermined 12-week curriculum.

And it is not traditional consulting where an adviser disappears, produces a report and leaves you to implement it.

We work on the real situation you are facing.

The purpose is straightforward:

Understand what is really happening. Clarify what needs to change. Make meaningful progress over 90 days.

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The first question: What needs to change?

Every engagement begins by understanding where you are now and where you need to get to.

We consider questions such as:

• What is really happening?

• What is making the situation difficult?

• What needs to be different?

• What is within your control?

• What would meaningful progress look like?

• How will we know things are improving?

From that, we agree a simple 90-Day Leadership Promise:

Over the next 90 days, we will move from [current position] towards [desired position], measured by [agreed indicators].

That gives the work focus.

It also gives us something against which to measure progress.

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How we work:

The relationship is primarily built around thoughtful written exchanges.

Each week, you tell me what has changed, what progress has been made, where you are encountering difficulty and what decisions or issues now require attention.

I step back from the immediate pressure, consider what you have told me and respond with my assessment, questions, perspective and practical recommendations.

Where significant developments occur between those exchanges, shorter emails can be used as reasonably required.

The engagement also includes up to two focused phone or online conversations during the 90 days where speaking directly would be particularly useful.

The emphasis throughout is on:

Clearer thinking. Better decisions. Practical progress.

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What might we work on?

Every engagement is different.

Issues may include:

• leadership priorities and direction

• difficult or delayed decisions

• organisational performance

• team effectiveness

• board and CEO relationships

• governance concerns

• financial or funding pressures

• organisational change

• strategic direction

• decision bottlenecks

• adversity or crisis

• leadership transition

• succession

• a significant issue that has become difficult to see clearly from inside the organisation

The work follows the problem.

Not a predetermined program.

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What you can expect:

A typical 90-day engagement includes:

Initial Situation Assessment

A clear understanding of the situation, the underlying issues and what requires attention.

90-Day Leadership Promise

Agreement about what meaningful progress should look like.

90-Day Roadmap

A concise roadmap identifying the priorities, actions and indicators that will guide our work.

Regular Advisory Guidance

Thoughtful written exchanges focused on the issues, decisions and developments that matter.

30-Day Review

What has changed? What have we learned? What requires adjustment?

60-Day Review

Are we making meaningful progress? What remains unresolved? Where should attention now be concentrated?

90-Day Executive Review & Forward Plan

What has been achieved? What remains? What does the leader or organisation need to do next?

The objective is not activity for its own sake.

It is progress.

 

Experience beside you — not another program

Experienced leaders generally don't need someone telling them how to lead.

They may, however, benefit from someone outside the organisation who can:

• ask the question others may not ask

• challenge an assumption

• recognise a pattern

• bring another perspective

• help separate the urgent from the important

• say what they genuinely think

My role is not to make the decision for you.

It is not to run your organisation.

And it is not to create dependency on an adviser.

It is to help you see more clearly, decide more confidently and act more effectively.

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Building capability, not dependency

I believe good advisory work should leave the client stronger.

The objective is not to create an ongoing financial relationship simply for the sake of having one.

It is to help solve the problem, strengthen your judgement and capability, and enable you to move forward independently.

For many situations, 90 days may be enough.

The relationship continues only while it is useful and adding value.

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When the issue extends beyond the executive

Sometimes the work identifies an underlying issue that extends beyond the individual leader.

The organisation itself may need attention.

Or the board may need to address governance, relationships, structure, strategy or effectiveness.

Where that occurs, separate Organisational & Board Advisory work may be appropriate.

That would be discussed and scoped separately.

There is no assumption that further work will follow.

The nature of the problem determines the work required — not a desire to extend the engagement.

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What happens after 90 days?

At the end of the engagement, there are three possibilities.

The work is finished.

The issue has been addressed sufficiently and you are ready to continue independently.

Further Executive Advisory would add genuine value.

There is a clear reason for continuing and we agree what the next phase needs to achieve.

The issue now requires organisational or board work.

A broader engagement may be considered and separately scoped.

Finishing the relationship is not a failure.

Success includes knowing when the work is finished.

 

Is Executive Advisory right for you?

It may be appropriate if:

• you are a CEO, Executive Director or senior leader

• you are dealing with a significant leadership or organisational issue

• the situation requires more than a single piece of advice

• you value an experienced, independent perspective

• you are prepared to consider difficult questions

• you want practical progress rather than another leadership program

• you ultimately want to become less dependent on outside advice, not more

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Let's start with a conversation.

If you are facing an issue that may benefit from Executive Advisory, tell me briefly what you are dealing with and why it matters now.

I will consider whether I believe I can genuinely help.

If the fit appears right, we can discuss the situation, how I would approach it, the scope of the engagement and the fee.

If I don't believe I am the right person, I will say so.

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Enquire About Executive Advisory →

mcassar@miancagroup.com

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One issue. Experienced perspective. No ongoing commitment.

Executive Advisory | It’s Achievable®