Those who can't manage themselves can't be expected to manage anything else either.

When it comes to accepting direction, star performers, especially those in the major leagues of their industries, show caution and restraint. They offer raw talent, expertise, discipline, and excellence, so they want to see the same qualities in those who lead and teach them. Members of the St. Louis Cardinals see these traits in their hitting coach, John Mabry.

In the next week or so, I wanted to write about the need for CEO Coaching. I will identify seven concrete reasons why CEO’s need a coach. I begin with reason #1 below, “It’s Lonely at the Top”. But, first: An interesting study was just released by Stanford University/Miles Group that identifies the massive gap between CEO’s being receptive to coaching (i.e., 95%) and the percentage who actually receive coaching (i.e. less than 33%). 

Steven Mundahl, CEO and Sharon Massoth, Psychotherapist

Having an aptitude for leadership usually shows up early in life. Yet our greatest strengths also contain elements of our greatest weaknesses. Risk-taking is a good example. (I put a risk-taking quiz on my website for that reason.)

The ability to take good calculated risks can also turn into reckless behavior unless you have a strong “inner coach” at the helm.  We only need to read the morning headline of the latest “outed” leader to ask ourselves:

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