Leadership, Mentoring, Strategy & Planning

York Rise provides bespoke mentoring and solutions for: 

   -Leadership and Strategy; 

   -Long-term development planning; 

   -Business mentoring – Owner/operator strategy, succession and end-game planning.

  • An intellectual approach combined with pragmatism, lateral thinking and vision.
  • Reduction of complex and far-reaching issues to simple problems and effective resolutions.
  • Help with creation of long-term development plans; business life plans and strategic overviews.


Strategise: plan your future, don’t just be reactive.
Visualise: Look at the ‘dimly-lit stars’ of new ideas for the way ahead.
Organise: identify objectives; set priorities.

Whatever type of Leader you are, you should always ask yourself the question ” So What?  “:

You should question the reason for, and the product of, everything your organisation does.  The simple, but fiendishly challenging, question “so what?” can be the test. Any activity, current or planned, should support the main objectives of your organisation.  If an activity cannot satisfactorily answer the question “so what value does this (activity/plan/idea) bring to the organisation?”, it should be reviewed. 


Human Factors – Four Pillars   

It is difficult to operate an organisation in isolation or ignorance of society – ‘society’ being human action and reaction.  From society come clients, sponsors, employees, staff and associates – all are a factor in the success of a leader. As a leader, one can apply four pillars of behaviour to work, leadership and client relationships:

  1. Excellence. “A job is worth doing properly” – which means to the best possible standard of performance; not simply from a pure financial measurement but also from the human/ethical, ‘standards’ and legislative standpoints.  This approach leads to profit and value for money and thence organisational stability to support growth.
  2.  Accountability. If one takes on a task or responsibility, one accepts accountability for its outcome. To instil this approach in others requires active mentoring and training.  Accountability is a major driver in preventing or avoiding reckless behaviour, but it should be taken on willingly.  Simply demanding accountability on pain of sanction is inefficient, unethical and unprofitable.
  3. Confidentiality. Performance and output are at risk if confidentiality is not understood.  It should be implemented as a norm for company-to-client relationships and applied appropriately for staff management.
  4. Respect. Humans form the basis of all business organisations (even the heavily automated ones).  Even the most cynical manager with the most clinical view of human performance and capability needs to consider the human factors of their organisation.  Respect encapsulates, in a wide-ranging sense, an ethical quantity and quotient of trust and integrity, good managerial and leadership behaviour and care for the human condition in the modern world.