DAVID R. SINIGAGLIA—EXECUTIVE MENTOR

MATMON ENTERPRISES, LLC

EMAIL:

INTRODUCING EXECUTIVE MENTORING SERVICES

AN INTERACTIVE EXPERIENCE

HELPING THE EXECUTIVE TO GROW THE BUSINESS

Executive Mentoring is a special form of management development.

The mentoring process is designed to support the executive in improving performance by providing experience, focus and outside perspective.

Mentoring improves executive effectiveness by providing focus and support in the process of formulating the corporate vision. This is accomplished by defining the goals, setting the strategy, projecting the corporate identity and fostering corporate culture within the organization.

In the process of decision making mentoring provides valuable guidelines which safeguards credibility and integrity. Mentoring shores up credibility, which in turn leads to stronger leadership. Strong leadership is paramount for success.

Mentoring deals with “change management”, leading and making the change, learning how to be kind to one’s self and to others during the transition. Mentoring embraces all business aspects that keep the executive awake at night.

I provide an individual mentoring service to our clients on a one to one basis. The mentoring is an interactive process, and one of a continuous dialogue. Once clients have shared their opportunities, thoughts and concerns with me, I apply my broad knowledge and expertise to the mentoring process. The client then puts into practice the strategy and plan that we have

jointly built together. Later, we review the results so that the process interactively gains momentum, and improves as the trust between us keeps on growing.

I have had over forty -seven years of experience in business management in the USA and internationally. I undertake to apply all of my professional experience, and guarantee the fullest integrity in our relationship. I don’t mention or discuss my clients with anyone-there are no exceptions.

A mentor is not a colleague, a friend or a relative--- he is just for you.

The attached represents just a few of the mentoring aspects being covered, and the list of typical symptoms that one might be experiencing. This is the time when mentoring services could be of great assistance to you.

THE FOLLOWING FEW SCENARIOS, OUT OF THE MANY, REPRESENT TYPICAL SITUATIONS WHERE AN EXECUTIVE MENTORCAN BE OF BEST COUNSEL

POST MERGER CONSOLIDATION MENTORING

MERGERS AND ACQUISITIONS

FOR EVERY MERGER THAT TURNS INTO SUCCESS, THREE OTHERS ARE DISAPPOINTMENTS OR FAILURES.

Frequently, this is not because the mergers have been ill conceived, but because they were poorly executed.

Consolidation success depends on a clear vision of what the new entity is supposed to achieve.

  • Communicating the business objective of the merger
  • Implementing the action plan with speed
  • Attending to culture differences
  • Building momentum to gain early benefits

Combining two companies in a merger is a most complex challenge.

To be successful, you must have a superb plan backed up by a firm commitment. Effective and diligent management of a consolidation plan is an essential ingredient of a successful merger. The penalties for failing to properly merge the new company can be staggering.

Elements such as this should be attended to by tapping into years of merger knowledge and experience through the use of EXECUTIVE MENTORING.

MENTORING FOR SUCCESSION AND DELEGATION

When the time has come to plan for succession by one person taking the place of another and assuming one’s duties and rights, partly or fully, the act of succession is in progress.

When the process of empowering one to act for another is in progress, the act of delegation is committed.

Both of those acts present a complex challenge, and require a very detailed plan of action. To be successful, you must plan ahead and be committed. Failure, more often than not, is caused not by having chosen the wrong successor, but by poor execution of the succession and delegation process.

To succeed in carrying out this complex process, five main factors have to come together.

  1. Determining the degree of preparedness to make the change.
  2. Making sure that the will exists to appoint a successor and why.
  3. A well-defined timetable to start and end the process of handing over.
  4. There exists a will and resignation to let go and delegating to others.
  5. Room is being created for the successor to take over, by handing down and transferring the appropriate authority, while one assumes responsibility.

The MENTORING PROGRAM is designed to deal with questions of divided loyalties inside and outside the organization during the handing over period.

THE ROLE OF EXECUTIVE MENTORING IN THE SUCCESSION PROCESS

Handing over the responsibility and the authority for the running of a business organization is a most complex challenge. To be successful requires a clear vision, a superb plan and a firm commitment to execute the plan.

Elements, such as mentioned above, should be attended to by tapping into years of experience and knowledge in this field through the use of EXECUTIVE MENTORING.

EXECUTIVE MENTORING FOR THE GLOBAL ARENA

DIVERSITY PROGRAM CO-ORDINATION

These services are primarily directed to corporations who have or are about to expand globally.

Salient points of mentoring services to senior executives

  • Assist the CEO in clarifying his corporate vision, values and goals. Formulate a corporate policy, and create the foundation for a dynamic corporate culture.
  • “Plow, sow and grow” corporate culture awareness among all concerned.
  • Assist to put in place benchmarks to guide and ascertain that corporate policy is carried out as corporate culture takes shape; especially in a multi-location corporation.
  • Assist in turning global diversity into an opportunity.
  • Assist in formulation free-flowing resource allocation schemes.
  • Assist in creating a multi-cultural, multi-national team.
  • Monitoring consistency of corporate policy, while ensuring flexibility for local needs.
  • Assist in building awareness towards transcending cultural boundaries.
  • Facilitate a better understanding amongst people who are different.
  • Assist in building strong foreign business relationships.
  • Assist in fostering strong leadership in de-centralized and distant operations, and monitoring performance.
  • Assist in formulating a strategy that will highlight the competitive edge in foreign markets.

CORPORATE IDENTITY/CORPORATE CULTURE

THE ROLE OF EXECUTIVE MENTORING IN DEFINING THE CORPORATE IDENTITY AND DEVELOPING CORPORATE CULTURE

The success of a business enterprise derives from its products backed by its economical power. Economical power derives increasingly from the organization’s moral behavior, aesthetic projection of its image and the power of its image – the power of its culture.

Every business, by its nature, communicates all the time, inside and to the outside, regardless of its end products, services or manufacturing, etc. The company is communicating its message in every form. The totality of the way the business presents itself, and is seen to be can be called its identity.

All businesses have an identity, whether they’re aware of it or not. Corporate identity encompasses who you are, what you do, and how you do it.

The way in which the identity is explicitly controlled can be the single most powerful influence on the corporate culture. It is self evident that before a corporate culture is developed in a business organization, a complete comprehension of its identity should be clear.

Most companies grow up with an identity that has emerged naturally as part of what they are. The identity has often been developed intuitively as the company grew. In most cases the identity is a manifestation of the personality of the founder. It bears his or her “name and imprint”.

There comes a moment when the business expands, developing new products and services. The identity gets out of step with reality unless a very close eye is watching.

Developing a strong corporate identity helps the company to differentiate itself and its products from those of its competitors in the market place.

As the organization grows and the founder is no longer “alone” the identity evolves into a team culture or corporate culture. This evolution requires fostering common and consistent goals, organizational commitment, and clarity of roles between team members, mutual accountability within the team, behavioral competence and shared rewards.

The importance of developing a strong corporate culture is growing as a result of companies’ policies encouraging employees to be more responsible, and to act and think like owners. We see this manifesting itself as companies’ adopt practices of issuing stock and stock options at all ranks.

Corporate culture drives the organization and its actions. It is somewhat like the “operating system” of the organization. It guides how employees think, act and feel in the corporate environment. It is an interactive dynamic experience. Some corporate culture experiences are visual and tangible while others are intangible and almost unconscious.

The most valuable assets in a business organization are the employees. As the organization grows, and additional employees are recruited, it is imperative that all “buy into” the corporate culture they have joined. This will result in a smoother introduction, will give a business advantage, and spare a great deal of time and cost.

It is critical that one finds out who he really is as well as striving for who you want to be. Culture assessment can provide measurable data about the real organizational values and norms. It can tell how near and far off the mark things really are. Sometimes, it happens that management is not practicing what it preaches.

The Executive Mentor,as an outsider to the organization, is more capable to see those deviations than an insider. The mentor helps the executive to fine tune the emerged identity and assist in developing the corporate culture.

Developing a strong and deep corporate culture is a prerequisite to success.

WHEN YOU ARE EXPERIENCING ANY OF THE SYMPTOMS LISTED BELOW, AND YOU WISH TO CAUSE A CHANGE, GIVE ME A CALL

  • You can’t see things clearly, you must be too close.
  • You talk, and nobody listens, and it’s not because they can’t hear.
  • Success is claimed by all, but you are the only address for failures.
  • You hear them talking to you, but you’re not listening to them.
  • They have stopped tapping upon your resources.
  • You feel that getting too near is resented.
  • You are the only one who is surprised.
  • You are informed of the need for changes, but you are the only one expected to make them.
  • Your most loyal employee appears to behave disloyally.
  • You have transformed from a human being to a human “doing”.
  • You wish you knew more about managing people day to day.
  • Managing is becoming a chore that you would prefer to dispense of, and spend all of your time on reaching for your vision.
  • You feel that you should know more about business economics of the downside risk against the upside turn.
  • You feel overwhelmed by demand and find it difficult to satisfy supply.
  • You feel that your limited business experience is stymieing your growth.
  • You feel the need to expand the business, but you are not sure that this is really what you want for yourself.
  • You feel that everything is urgent, and you can’t cope with the pressure.
  • You are afraid to lose control of the business.
  • Through no fault of yours, the company’s integrity is being compromised.
  • You find it difficult to face problems, and avoidance is tempting as a solution.
  • You are the last to go home, and you don’t recall than anyone said good night.
  • Having done all that you have done, you feel unhappy with the outcome.
  • Blaming others for your failures has to stop, but you can’t bring yourself to accept the blame.
  • People around you expect to be handed more and more authority, but will shirk from their responsibility.
  • Your day is getting longer and longer, but you appear to achieve less and less.
  • You start wondering who is out of step, you or them.
  • You appear to be the only one with all the answers all of the time.
  • The outsiders appreciate you more than the insiders.
  • The truth and the facts speak for themselves, and you appear to be the only one to see it.
  • You would like to go back to where you were, so that you can go to where you intended to be in the first place.
  • You want to round up a posse, but you can’t find any deputies.
  • You feel that you tend to over-commit and under-deliver.
  • You think that you have given away generously, but instead of appreciation you are experiencing resentment.
  • You wake up to a rude awakening and realize that you are different from “them”.
  • You think that you have delegated all that you should for now, but you are being pressured to relinquish more.
  • You think that you have treated everybody equally, but you find out that some expect to be treated more equal than others.
  • You are working hard and feel that you are getting no recognition in return.
  • You feel that it is time to make a change, but you are not getting support around you.
  • People around you seem to be saying the same things again and again, but you are yearning for innovation.
  • The people that you teamed up with surprise and disappoint you.
  • You would “throw in the towel”, but you can’t afford the luxury.
  • You feel that you could do much better, but you don’t feel like putting in the necessary effort.
  • You know that things are not what they look like, but you can’t face reality.
  • You start wondering if you are more like them than like yourself.
  • You feel that it is time to stop pretending, but you can’t face it alone.
  • In spite of all positive occurrences, one negative mars the outlook.
  • Your credibility appears to be waning.
  • Your corporate vision is getting lazy.

The symptoms identified above, are only a few out of the many situations that invoke an

EXECUTIVE MENTOR---TALKS TO ME!

Call me please; I am dedicated to Your Success!

CONSIDER THE COST OF BEING MENTORED

AS AN INVESTMENT IN YOURSELF