Mentoring the CEO.

• Author: Rock, Robert H.
• Position: LETTER FROM THE CHAIRMAN

In this issue of Directors & Boards we address mentoring in general and mentoring the CEO in specific. A mentor is a wise and trusted counsel or teacher who may also act as a role model for a protege. Most CEOs welcome wise advice from their directors. When directors take on the accountability of mentoring a CEO, they offer counsel on matters such as working with the board, dealing with sensitive personnel issues, honing a leadership style, and representing the company externally.

In general, there is ample need for directors to mentor their CEO, particularly a newly appointed one. The choice of director and the nature and frequency of interactions are important to get right. The relationship between a CEO and the board is at the very heart of sound governance. When selecting a mentor the board needs to carefully choose an independent director who can establish a trusting relationship that can provide open dialogue and confidential feedback.

Over the past four decades in my role as an independent director I have mentored several CEOs in both public and private companies. As a mentor, I believe I have added value to the understanding and insight of the CEO and thereby to the governance and leadership of the company on whose boards I serve.

I have also greatly benefitted from being mentored. Earlier this year I wrote in my Chairman's Letter about my relationship with Chuck Fiero, who was my mentor for over three decades. With great wisdom, empathy, and patience, Chuck helped guide me throughout my career. He was always willing and able to help me achieve my potential, and I greatly benefitted from his great intellect, caring nature, and kind heart. He helped to bring out the best in me.

I was also mentored by my father, Dr. Milton L. Rock, who was the longtime managing partner of the Hay Group, a leading global...