Executive Mentoring for Success

1. Executive Mentoring for Success by David R. Sinigaglia

2. David R. SinigagliaCareer Highlights Matmon Enterprises, LLC • מטמון השקעות בנגבMatmon Enterprises LLC דוד סיניגליה David  Sinigaglia     יו'ר'ר  ומנכל משותף Chairman &joint -CEO ר'ח הגורן 6 פארק התעשיות עומר 6 Hagoren St. Omer Industrial Parkwww.matmonnegevinvestments.comIsrael:  050 4601 043    •  Intl:  (972) 50 4601 043USA:  702 610 1292                    

3. Company: S. Friedman Ltd Country: Israel Position: Works Director (1958-1960) • Domestic Appliance Manufacturer

4. (London quoted public company)

5. Company: Saran Industries Country: Israel Position: Vice President & Plant Manager (1965-1967) • Partnering with Republic Steel USA • Monsanto USA • Plastics & Polymers • Metal Constructions

6. Company: Airfix Plastics Ltd. (division of Airfix Industries) Country: United Kingdom Position: Managing Director & CEO (1967-1975) • Division of Airfix Industries • Household Goods • Leisure Toys • Domestic Appliances • Consumer Goods

7. Company: Crayonne (division of Airfix Industries) Country: United Kingdom, USA Position: Founder & CEO (1970-1980) • New Household Products

8. Company: Benchmark Designs Studios (division of Airfix Ind.) Country: United Kingdom Position: Founder & CEO (1975-1980) • Home products • Car Interiors (Renault) • Ladies ’ Fashion • Mail Order Catalogs

9. Company: Airfix Industries Ltd. Country: United Kingdom, USA, Germany and France Position: Group Managing Director (1975-1980) • Domestic Appliances • Home products • Leisure and Toys • Software • Fashion • Supplier to Marks & Spencer and all major stores in Europe/USA • Duke of Edinburgh Design Award 1975 for Crayonne Products • Sunday Times Export Award of the Year

10. Company: US Clearfax Inc. Country: USA - Las Vegas, NV Position: President & CEO (1980-1981) • Fax Transmission Service

11. Company: Solidyne Inc. (NASDAQ quoted company) Country: USA, UK, Netherlands Position: President & CEO (1981-1984) • Colpitt - Heat Sealers, Stationery & Medical Packaging • Stanelco - Induction Heaters & Fiber optics • Thermatron - High Frequency Heat Sealers • Sealomatic - High Frequency Heat Sealers

12. Company: North Hills Inc. (NASDAQ quoted company) (Acquired by Porta Systems Inc. Amex-quoted corporation in 1990) Country: USA, Israel. Position: President & CEO & Founder of North Hills,Israel (1984-1994) • Data Communications Equipment • Military Power Supplies

13. Company: Integrity Ventures Inc. Country: USA, Israel Position: President founder & CEO (1994-1997) • Corporate identity and culture consultants - through Wally Olins, UK Investors in: • Multimedia • Software • Hypertext • Infotext • Investment Management

14. Company: The American Inc. Country: USA, UK, Germany Position: President & General Manager (1997-1998) • Global Newspaper

15. Company: Solid ISG Group Ltd. Country: USA, UK, Israel and Germany Position: CEO (1998-2002) • Investment Banking

16. What is Executive Mentoring?

17. Helping the Executive to Grow the Business * • Executive Mentoring is a special interactive form of management development • Covers 2 main aspects: • Personal attributes and motivation • Business management and operation • Process, set of behaviors and relationships • Increases individual performance * * *

18. Helping the Executive to Grow the Business • Management by objective • Management by exception • Time management • Lateral thinking in decision making • Embraces all business aspects * * *

19. Helping the Executive to Grow the Business • Unlocks his/her potential • Maximizes business and personal performance • Designed to support the top executive • Improving performance by providing experience, focus and outside perspective • “Change Management” *

20. Helping the Executive to Grow the Business * • Improves executive effectiveness • Provides focus and support in the process of formulating the corporate vision. • Defining the goals • Setting the strategy and performance benchmarks • Projecting the corporate identity *

21. Helping the Executive to Grow the Business * • Fostering corporate ethical culture within the organization • Safeguarding ethics credibility and integrity • Leading to stronger leadership • Strong leadership is paramount for success *

22. Questions to be asked… • For the young entrepreneur. • Tell me all about yourself and your business! • Why did you go into business? • Self-management? • Financial independence? • Creative freedom? • Mange your own time? • To best deploy your skills for your own benefit? What do you expect Mentoring can do for you?

23. Questions to be asked… • For the young business executive (not self employed) • Tell me all about yourself and your business! • Is this a family business? • Is management your job or hobby? • Are you happy in your job? • Are you doing what you like, or like what you are doing? • Would you rather be doing something else? If so what? What do you expect mentoring can do for you?

24. Business Ethics Mentoring • What is Business Ethics? Business Ethics refers to the value structure that guides the executive and his staff in the decision making process when they are faced with a dilemma of how to behave within their business or professional lives. Usually the impact of that decision will not be felt only in their immediate, organizational environment. but in the community around. Business ethics is a management discipline. *

25. Business Ethics Mentoring • Moral business behavior encourages long lasting and successful business relationships and loyal employees. Integrity demands honesty even when it is contrary to financial advantage. *

26. Business Ethics Mentoring * • Ethical values consistently applied, are the cornerstone in building a commercially successful and socially responsible business.

27. The Science of Conduct * • The mentoring process is about what is right or wrong, and learning to do what is right: • Dealing with the challenge of what is right to do • Doing the right thing regardless “who is right” but what is right • Managing competing rights • The role of senior management in setting the ethical agenda • Key factors in ethical success or ethical melt down of a business organization *

28. The Science of Conduct • Ethical blind spots that are sources of organization missteps • The role of executive leaders in determining ethical (or non) ethical organizational behavior *

29. The Science of Conduct * • Avoiding the common pitfalls • “Everyone else does it” • “They will never miss it” • “Nobody will care” • “No one will know” • “It is not my job”

30. Traits of the Ethical Organization • Characteristics of a highly ethical organization managed with integrity. • There exists a clear vision and picture of integrity throughout the organization. • The vision is owned and embodied by top management. • The reward system is aligned with the vision of integrity. • Policies and practices of the organization are aligned with the vision, no mixed messages. • It is understood that every significant management decision has ethical value dimension. *

31. Bottom Line Benefits • Overall benefits of ethics Mentoring program, and what can it do for the bottom line? • Managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of organization’s culture. • Improves trust in the relationship between the staff, Suppliers, Customers,Service Providers, Investors/Shareholders. • Supports greater consistency in standards and qualities of products. • Cultivate greater sensitivity to impact of the enterprise’s values and messages. *

32. * *

33. CHARACTER TRAITS OF AN EFFECTIVE BUSINESS LEADER * • Integrity, honesty loyalty and responsibility • Creative and visionary • Knowledge of own strengths and weaknesses • Humble but confident • Never sends mixed messages • Effective communicator • Patient • Passionate • Perseverance power • Self- motivation • Able to say no when required • Experienced • Able to teach • Optimistic in character • Adaptable • Assertive powers • Able to inspire others • Organized • Respects self and respects others • Praises others for work well done • GREAT LISTENER • Delegates and trusts others • Friendly • Decisive • Self-aware • Dedicated • Knows when to forgive • Mediates conflicts • Resourceful • Pro-active • Diplomatic • Energetic and productive • Inquisitive in detail • Willing to consider changes • Willing to take risks • Efficient • Prepared to accept and admit his own faults • Able to plan and set goals • Assess past successes and failures • Builds consensus • Overcomes setbacks • Stands for personal values and beliefs • Understands his/hers limitations • Assumes responsibilities • Ability to give and receive feedback • Willing to trust feelings and intuitions • Personable • Always rallies the troops around the flag * * * *

34. LEADERSHIP AND CULTURE * • A leader must earn respect, not demand it • The best concept cannot withstand poor leadership • Leadership is the ability to get extraordinary achievement from ordinary people. • A true leader thinks and talks about solutions. Followers think and talk about problems. • Leaders do not always make the right decisions, but they make their decisions right! *

35. THE ART OF MANAGEMENT * • Management is the art of getting things done through others. • Management is also working with people to create an atmosphere which encourages the most effective and efficient use of all the organization’s resources and creates corporate culture. • Motivating people is a major challenge

36. PERSONAL MOTIVATION • Self- motivation is the power that raises you to any level you seek !! • A common reason for human failure is total disregard for self-motivation !! • It is impossible to motivate someone else until you’ve learned to motivate yourself !! • SELF-MOTIVATED PEOPLE MAKE COMMITMENTS; ORDINARY PEOPLE MAKE PROMISES !!! *

37. DELEGATION A KEY TO GROWTH – IF YOU DON’T GROW, YOU GO

38. DELEGATION * • Delegation is an essential managerial skill • Far more time is taken up by routine activities that should be delegated. • Delegation involves entrusting another person with a task for which, you the delegator, loses direct control, but retains overall responsibility. • You start with proper briefing of the role. • You cannot hold people responsible for vague or undefined tasks. * * *

39. DELEGATION • Putting in place a proper monitoring process is essential, but it should be used for control and mentoring rather than interference. • Given the delegate a sense of achievement and a greater sense of satisfaction as well as a greater sense of growth. • The fear of overburdening your staff is a strong barrier to delegation. • How much authority is a delegate able to exercise without referring back to you? • How far you should exercise direct influence over the work of the delegate? *

40. DELEGATION • It is important not to allow the overburdening argument to result in overwork for yourself. • Learning that “letting go” of work gets easier the more you do it. • Fear is a major barrier to delegation. • Fear to lose control or fear to delegate to the wrong person. • When you recognize the barriers that are preventing you from delegating effectively, you’re more than half way towards dealing with them. • Once you have overcome your initial fear, your efficiency as a delegator will be greatly increased. *

41. DELEGATION • Overcoming possessive feelings about the retention of tasks which are negative and unproductive. • Keeping hold of minor tasks impedes the development of effective management. • Overcoming the excuse that you can’t delegate because you lack the time to explain or monitor the tasks that should be delegated. • Organize to insure that enough time is allocated to plan and manage delegation properly, including initiating effective briefing, and the actual monitoring of the delegate. *

42. DELEGATION • The more delegates realize that they have real responsibility and won’t be second guessed, the better they will do. • Delegate tasks to delegates that you consider to be honest, honest enough to tell you if they disagree with you. • If you don’t trust a member of your staff, let them go.

43. POST MERGER CONSOLIDATION MENTORING • FOR EVERY MERGER THAT TURNS INTO SUCCESS, THREE OTHERS ARE DISAPPOINTMENTS OR FAILURES. *

44. POST MERGER CONSOLIDATION MENTORING • 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.

45. POST MERGER CONSOLIDATION MENTORING • Communicating the business objective of the merger • Implementing the action plan with speed • Attending to culture differences • Building momentum to gain early benefits * *

46. POST MERGER CONSOLIDATION MENTORING • What are the main challenges? • You must have a superb plan backed up by a firm commitment • Effective and diligent management is essential for a successful merger. • Penalties for failing can be staggering *

47. 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 succession delegation is committed. • (this process is different than pure management delegation)

48. MENTORING FOR SUCCESSION AND DELEGATION • What are the challenges? • Require a very detailed plan of action • Must plan ahead and be committed • Failure often due to poor execution of the succession and delegation process

49. MENTORING FOR SUCCESSION AND DELEGATION • To succeed in carrying out this complex process, five main factors have to come together. • Determining the degree of preparedness to make the change. • Making sure that the will exists to appoint a successor and why. • A well-defined timetable to start and end the process of handing over. • There exists a will and resignation to let go and delegating to others. • Room is being created for the successor to take over, by handing down and transferring the appropriate authority, while one assumes responsibility. * *

50. MENTORING FOR SUCCESSION AND DELEGATION * • The MENTORING PROGRAM is designed to deal with questions of divided loyalties inside and outside the organization during the handing over period.