Confessions of a trusted counsellor. (2005)

“Operating so close to power can be intoxicating. But you also face dilemmas that could derail you, your client, or your client’s company.

David A. Nadler, Chairman Mercer Delta Consulting, NY
HBR, September 2005

Web Editor’s note: ‘Toe holders’, mentors and advisors have been mentioned frequently on our site as having a valuable role in preventing and mitigating the effects of hubristic behaviour. But as this post demonstrates the job of counsellor carries its own burdens and risks.

“CEOs sorely need close, long-term relationships with trusted professional advisers. … lawyers, investment bankers, public relations professionals, governance experts, business strategists and specialty consultants

“Operating so close to power can be intoxicating. But you also face dilemmas that could derail you, your client, or your client’s company.

“… recognizing the pitfalls of consulting to CEOs may help you sidestep them. …

“What follow are the six most common dilemmas facing CEO advisers and suggestions for resolving them.

“… Is my ultimate responsibility to the CEO who pays for my services or to the institution that pays for his? When these interests collide, what is my professional obligation?

“… How much and what kind of information should I convey between employees and the CEO?

“… Can I share my opinions about individual employees without inappropriately inserting myself into the assessment process and internal politics?

“… How do I immerse myself in the CEO’s view of the world without making it my own?

“… How do I prevent my privileged position from going to my head?

“… If the CEO and I like each other personally, can we – should we – become friends?

Access the full article here: Confessions of a trusted counsellor