Enabling the Chief Executive of a small Community Care Forum (6 staff) to stabilise the organisation during a period of major internal change, while at the same time exploring the development of structures for more effective community engagement and exploring the Chief Executive’s professional development needs.
A mentoring relationship was established between our consultant and the organisation’s Chief Executive to enable reflection on their role and the current internal issues they managed.This relationship also provided an opportunity to explore the volatile external context in which the organisation operated, with ever-decreasing resources, increased competition, and a need for sensitive negotiation.
The mentoring relationship helped the Chief Executive to prioritise their own continuing professional development needs in the context of turbulent change – specifically in relation to problem solving, and strategic planning. The key focus of this work was the enhancement of the already strong ability and awareness of the Chief Executive. It exemplified the benefits that senior role holders in smaller organisations can gain from access to supportive, confidential external developmental relationships. This experience shows that mentoring can be about enhancing and sustaining high performance as much as it is about supporting people through difficult times.