Leadership Advisory for Private Business

For private business, clarity comes first

Leadership decisions don't always begin with a vacancy.

As private and family businesses grow, questions emerge about the leadership structure they need, the capability of the people already in place and the responsibilities owners may need to relinquish.

Sometimes the challenge is preparing for a new CEO, COO or General Manager. Sometimes it's understanding whether an existing leader can step into greater responsibility, or whether the business needs a different structure altogether.

We work with owners, families and boards to identify the pivotal leadership seats their businesses need, assess existing capability and agree what needs to change.

Our advisory work stands independently of recruitment. Sometimes it leads to a new appointment. Sometimes it doesn't.

ADVISORY

Advisory work addresses

Unclear accountability - Who actually owns these outcomes?

Misaligned structure - Is this about fixing what's broken or building what's missing?

Undefined seats - What does success in these roles actually require?

Readiness questions - Is the business set up to support people at this level?

How we work

We work with founders, owners and boards to:

Understand where the business is heading and the leadership capability it will need over the next two to three years.
Identify the pivotal executive and operational seats, including how owner and family responsibilities fit within the future structure.
Define what those seats need to deliver and where accountability should sit.
Where appropriate, assess existing leaders against the requirements of their seats, drawing on structured interviews, behavioural assessment and independent judgement.
Recommend which responsibilities or seats should be retained, developed, restructured or filled through recruitment.
Agree the priorities and sequence of changes, with ongoing advisory support available where useful.

Engagements can address a specific leadership question or take a wider view of the management team and its future requirements.

How this relates to search

Leadership advisory and executive search are complementary, but separate engagements.

Sometimes advisory identifies the need for a new CEO, CFO, COO, General Manager or another pivotal leader. In those circumstances, Moxie can undertake a retained executive search to find and assess the right person.

Other times, the answer is to develop an existing leader, redefine responsibilities or delay an appointment.

Advisory is not a prerequisite for executive search, and recruitment is not an expected outcome of advisory.

The goal is to get the leadership right, not simply to fill a vacancy.