Advisor – Boards & CEO’s

Ian provides powerful advisory services to board members, Chairs and CEO’s. For the last 20 years as an executive and the last 10 years as a consultant, Ian has advised individuals from ASX top 5 listed companies, government instrumentalities, not for profits, private companies and more.

Ian is highly regarded as an advisor who understands issues at a very deep level in order to deliver high quality strategic advice. Drawing from a depth and breadth of experience which is rare in the corporate world in Australia, Ian offers innovative solutions, practical advice and wise counsel.

Ian can assist with problem specific advice, programmed interventions, or tailored project leadership. Where board members, Chairs and CEO’s gain most benefit from Ian’s advisory services is where he works with the Senior leader on a monthly basis in order to help the individual reach their full potential and optimal effectiveness. As you will see from Ian’s recommendations, this has been extremely powerful for those engaging Ian as a trusted advisor on a long term basis.
Fees are usually based on face to face time.

Please contact Ian for a confidential discussion regarding Ian’s advisory services.

Board Advisor Recommendation

I wanted to improve my board facilitation skills and engaged Ian as my advisor. We meet once every three months and I work through an agenda of items that I require independent advice and facilitated discussion on. Ian has provided me with fresh perspectives and excellent insights which has greatly improved my capacity and contribution as a board member. Ross Marples, Ross Marples Consulting

Board Advisor Case Study: Solving A Complex Board Membership Issue In 2 1/2 Minutes

Carla is an independent non-executive chair of an unlisted public company. Ian Sampson worked with Carla as her Board Advisor for two years.

Ian would consult with Carla every three months, and work through an agenda of items she would like to Ian’s strategic guidance on.

During one of their consultations, they were discussing the design of the next Board retreat, however Ian was able to identify that something else was worrying and distracting Carla.

Upon questioning Carla, she revealed that she had made a tough decision about a new Board appointment, however it didn’t feel right to her, yet she couldn’t identify the reason. Two standout candidates had made it through the Nominations Committee’s selection processes. One was male and the other female. She had decided on the female but was concerned about other directors’ resistance.

It would be a collegial decision by the whole Board but she wanted to be clear about her reasons for supporting the female. She said she might be seen to be supporting the woman just to increase the numbers of women on boards. She was acutely aware of the Board dynamics and sensitivities, and conscious of her leadership role as Chair.

After a few minutes clarifying the context, her goals and the principles she wanted to adhere to, Ian asked her if she was ready to get a “high quality decision.”

In two and a half minutes, Ian was able to call on his vast experience as a director, and offered her a clear direction to follow to enable her to make an informed choice.

With Ian operating as her independent board advisor, Carla was able to see that the female not only had all the requisite skills and experience that the male had; she also had a level of marketing insight that would be extremely valuable in the next phase of the organisation’s growth. This was a key criterion that had only become apparent as the selection process had evolved. The discussion with Ian had uncovered its importance in her original decision and enabled Carla to see that it was the presiding factor that made the female the best candidate.

Using some of the tools that Ian had gave her, Carla quickly designed the conversation she would lead at the Board meeting.

Carla called Ian the next day, feeling very strong about the outcome. The female had been endorsed as the new Director.

Carla had also seen yet again the savings in time and stress that result from using Ian as her strategic guide to provide clear direction on how to address complex issues.

This is a classic case of how Ian often works with CEOs and Chairs. Their days are filled with complex issues and they appreciate Ian as their strategic guide, backing them up as needed, with clear directions on how to think “at the edge of chaos.”

Senior leaders must always do the thinking and deciding; Ian provides invaluable perspective and offers new ways to approach complexity.