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The situation was especially bleak as Driver had spearheaded a management buy-out of a division of his former company that he had, in turn, put into liquidation. Seven months later, ‘the new company had the old behaviour’ and was ‘haemorrhaging cash’.

It was Driver’s accountant who suggested he contact a business coaching organisation. He attended a presentation by Shirlaws and liked what he heard. He says: ‘When I put it to the board that I wanted to use a coach, it was deemed an unnecessary expense at a time when we were losing money. But I absolutely believed it was the way forward for the company. I am the MD and the major shareholder, so when I told the board what I wanted the answer had to be “yes”.

‘Two people objected, so they were removed before the company could go forward or else it would have been a dead programme.’

Mike Wheatley, CEO at Envisional, a Cambridge-based internet security specialist, also experienced a lukewarm response when announcing he wanted to introduce a performance consultant. ‘People are very cynical. They like to joke that bringing in a mentor is pink and fluffy,’ he says, noting that the mentor he used soon illuminated faults in the team. ‘We have got rid of people. That is not the object of this, it is a side effect.’

Leadership styles

Kate Tojeiro established and runs the business coaching outfit Xfusion. Working with organisations of all sizes, she focuses on areas such as leadership styles and building effective communication techniques.

In practice, she says, this may mean going into an office one day a month to facilitate group and individual coaching sessions – perhaps using a business tool like psychometric testing or organising day trips – to understand whether the leaders in an organisation are geared towards the same goals.

For an MD or chief executive, the objectivity provided by a good consultant can be invaluable. Spirit Circuits’ Driver says that after bringing in a mentor, the board were forced to ask questions like:

• Who’s leading this company?
• Who’s giving direction?
• Who’s looking after finance?
• Who’s generating sales?

Eventually, the company shifted its business model from concentrating purely on production to providing a good service.

According to Driver, there has been a 25 per cent growth in turnover and a 35 per cent uplift in profit. ‘We’ve gone from being a loss-making business to a very profitable one in the space of 18 months to two years,’ he says.

As for the length of time you use a mentor, Driver notes that after about a year of coaching he recently put a stop to it. ‘We were using it too much as a sounding board as opposed to a coach. It was turning into a management meeting and we weren’t yielding anything from it.’

That, however, isn’t the end of the sessions. ‘It’s more of a sabbatical,’ says Driver. ‘We’ll revisit it in six months and take it to another level.’

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