Grey Hair Consulting offers team and individual mentoring and coaching. While often used and referred to interchangeably, there are important differences between Coaching and Mentoring. The two definitions below might better position these differences -

    • Executive Coaching : Working with Executives to enhance their leadership effectiveness, performance and career or personal progression within a specific context. This may include development and integration of specific mind-sets and behaviours as well as a focus on identified requirements needed for the application of capability. Ideally, the coach brings not only an enhanced range of skill-sets that can be tapped but more importantly aims to transform the mind-set with new issue-specific perspectives. It is more instructional in focus.
    • Business Mentoring for Executives : Guidance and direction from an experienced person such that the individual is challenged to explore and integrate new perspectives. Mentoring is aimed at the individual achieving their full potential in their career or life situation, and includes guidance and advice on specific business and personal challenges. Ideally, the mentor should have broad useful experience and the ability to share that with you at a practical and pragmatic level that is goal-directed and which you can adapt and apply to your own strategic business or personal success. It is more "shared experience" in focus.

    However, mentoring and coaching do appropriately overlap in the following areas to achieve the desired outcome sought by enterprises and the needs of the business:

    • both require trust and commitment in the process and substantial interpersonal skills from coach and mentor
    • both aim for the individual to increase his or her effectiveness and apply it to the tasks at hand in a positive manner
    • both encourage stretch and provide support and challenge in pursuit of this
    • both focus on learning and development – sometimes defined as nominating coaching from a skill-base, and mentoring from an experience-base
    • both can include career guidance to review career goals and capabilities
    • both involve an exchange of life and career experiences
    • both are collaborative alliances between client and mentor or coach

    Grey Hair Consulting brings years of experience in growing and developing people to achieve better life and work outcomes. We have nurtured, mentored and coached some of the leading talent in South Africa. Through various senior Executive positions held, and practical experience in motivating individuals and teams to better performance, grey hair consulting is well placed to enhance and address any business and/or personal issues one may have. Through adopting a clear process starting with an intake session(s), and moving on to exploring possibilities, and finally developing an agreed action plan that is then implemented and tracked to provide visible progress and growth indicators at individual and team levels, the desired growth and development is achieved.

    Interim Executives or Directorships: We provide highly experienced executive-level consultants on an interim basis to ensure the relevant business function continues uninterrupted.

    Board Representation Capability: Many of our associates are on, or have functioned in a board capacity for many years.



    Our services include:

    Facilitation:  We currently chair large and small forums for various organisations and have achieved an enviable reputation for achieving excellent results in this area. Through previous and varied chair and facilitation roles, we ensure an effective outcome is achieved via solid ground rules, the importance of timeliness, adhering to a clear process, providing and allowing for flexibility, and following good closure techniques to ensure the meeting objectives are achieved with maximum participation.

    Being a good facilitator is both a skill and an art. It is a skill in that people can learn certain techniques and can improve their ability to enable a good outcome of a process (meeting or workshop) with practice. It is an art in that some people just have more of a knack for it than others.

    Whether it's a meeting (big or small), a workshop or a training session, someone needs to shape and guide the process of working together so that one meets one's goals, and accomplishes what one has set out to do. While a group of people might set the agenda and figure out the goals, it is extremely helpful to have one person concentrate on how you are going to move through your agenda and meet those goals effectively. This is the person called the "facilitator."

    Facilitation has three basic principles:

    1. A facilitator is a guide to help people move through a process together, not the seat of wisdom and knowledge. That means a facilitator isn't there to give opinions, but to draw out opinions and ideas of the group members.
    2. Facilitation focuses on HOW people participate in the process of learning or planning or decision-making, and not just on WHAT gets achieved.
    3. A facilitator is neutral and never takes sides.

    The best meeting chairpersons see themselves as facilitators. While we have to get through an agenda and make sure that important issues are discussed, decisions made, and actions taken, good chairs don't feel that we have all of the answers or should talk all the time. The most important thing is what the participants in the meeting have to say. This is achieved by focusing on how the meeting is structured and run to make sure that everyone can participate.

    Through previous and varied chair and facilitation roles, we ensure an effective outcome is achieved via solid ground rules, the importance of timeliness, adhering to a clear process, providing and allowing for flexibility, and following good closure techniques to ensure the meeting objectives are achieved with maximum participation.


    Building better leaders is no easy feat, leaders need to be coached, mentored and developed for the sustainability of your business. Teams need to be able to work together effectively to achieve better performance and drive your business objectives. With Grey Hair Consulting you are able to draw on our wealth of mentoring, coaching, facilitation, motivational and leadership development experience to develop your people into better executives.



  • The Creative CIO


    By Ken Jarvis, co-founder of Grey Hair Consulting – published in the April 2014 issue of ITWeb Brainstorm magazine.
    CIOs are expected to have excellent operational performance and still add 'value' to the business. What this means is that CIOs need to be both in control of and let go of processes. Let's take cloud computing as an example: it can be the CIO's worst nightmare or biggest value-creator for business. Allowing business the freedom to do what it wants is critical. However, it's vital that governance and the architecture are adhered to.

    If CIOs continue to be controlling, they will be isolated and bypassed, which is why they have to be creative to succeed.

    Creativity is a mindset, an intentional way of thinking and doing things. Creativity can be balanced with the logic or analytical thinking that many CIOs and IT teams possess. This is what's called whole-brained thinking: where the balance of logic and creativity work together symbiotically.

    CIOs need to ask probing questions and experiment with new possibilities. They need to create and consistently drive innovation by allowing their teams to be more creative. This doesn't mean forcing IT teams that are more analytical to give up this skill; it means fostering an environment of whole-brained thinking.