WJM Associates, Inc.

The Advisorship™

Within the advent of Sarbanes-Oxley, the changing role of the Board of Directors, and the public's concern over trust, ethics and integrity, the performance of senior leaders within an organization has never been under such intense scrutiny. Today, turnover among CEOs is at an all time high. According to Harvard Business Review, two out of five CEO's fail in the first 18 months and one-third of Fortune 100 companies have replaced their CEOs between 1995 and 2005.

The cost of a failed top executive in terms of severance expenses, search fees, and the loss of organizational momentum, reputation, morale and, ultimately, profits, is almost incalculable. One significant contributor to senior executive turnover is that in today's increasingly difficult environment, CEOs, Presidents and other top officers often have few individuals with whom they can openly discuss organizational concerns. These executives lament the lack of "agenda-free" confidants available on the Board or within the management team given the inherent nature of boss/subordinate relationships.

WJM Advisorship™ program provides a powerful solution to the isolation felt by CEOs and other senior executives.

How Does The Advisorship™ Work?
WJM Associates has identified a cadre of individuals with high-level corporate and/or board experience who are available to serve as trusted, objective, pragmatic and supportive confidants to corporate leaders.

View Our Advisor Profiles

Stephen R. Braswell	David S. Fowler
Licia Hahn	Edward McDougal
Diane McGarry	William Morin

The Advisorship™ differs from what is typically offered as "executive coaching" in that it pairs clients with peers who themselves have had many years of high-level management and the direct P&L experience necessary to truly empathize with and advise top executives.

These individuals can deliver objective and candid feedback and recommendations on an executive's leadership capabilities. They become a sounding board, and a trusted advocate who will provide advice from a unique perspective of having "been there" in a similar role. In effect, a mutual teaching/learning dynamic is created.

The Advisorship™ can be implemented for six or twelve month timeframes.

WJM also offers The Advisorhip™ On-boarding program, a shorter (three months), but more intense program focused on addressing the challenges faced by the newly hired or appointed senior executive. Expert consultation is provided with regards to assimilating into the new culture, building successful partnerships with Board members, executive team members and other key stakeholders, establishing a new direction and vision, identifying potential pitfalls, etc. The Advisor and client collaborate on identifying the critical few objectives that will be top priority and developing action plans and time targets for successfully meeting them.

Why Select a WJM Advisor?
WJM offers the services of a credible senior-level confidant with significant and relevant experience. Unlike the typical "executive coach", WJM's Advisors themselves have been top-level executives at Fortune 500 companies. We look to match the client with an individual who understands the company's business drivers, has faced similar challenges during his or her professional career, and can develop the trust and respect of the executive.

A typical WJM Advisor has the following profile:

• Has held a position at the "C" level
• 15+ years of broad general management experience
• Proven track record in developing and mentoring executives
• Exposure to corporate boards and senior level committees (e.g. compensation, audit)
• Participated in major corporate initiatives such as merger & acquisitions, divestitures, major systems implementations, global expansion, and other cultural change initiatives
• Previous profit center (i.e., P&L) responsibilities

What Can the Executive Expect from The Advisorship™?
Although the program is highly specialized to address the specific needs of each executive, The Advisorship™ is designed to enhance the overall effectiveness and performance of senior executive leadership. Depending on the focus of the engagement, the executive will:

• Develop a trusting relationship with an advocate/confidant and will have benefited from that advisor's experience and perspective.
• Learn a practical approach to effectively manage his or her relationships with key stakeholders such as board members, executive teams, media, and investors.
• Obtain a confidential and comprehensive review of his or her management style and develop a better understanding of the impact this management style may have on the organization.
• Have better insight into his or her capabilities, including strengths and contributions to the organization; as well as those areas where developmental focus may be necessary.
• Become more comfortable and effective in defining, communicating and executing the corporate vision and direction.
• Develop techniques to encourage peak performance of employees through motivation, development and other human capital initiatives.
• Be capable of developing practical solutions to the challenges and obstacles he or she is currently facing by leveraging the experience, knowledge and wisdom of their Advisor.

View Our Advisor Profiles

Stephen R. Braswell	David S. Fowler
Licia Hahn	Edward McDougal
Diane McGarry	William Morin