the ceo magazine, executive coaching

There is nowhere to hide. Not even the executive suite is safe from the changes sweeping business today. In fact, the impact of those changes is felt most keenly at the executive level. CEO’s, COO’s, CFO’s, and senior VP’s—like everyone else—have to hit the ground running and keep running fast. Stockholders and stakeholders demand fast results. Teams must work more efficiently under greater pressure. Leaders at all levels need to be developed, and high-potential and emerging leaders need to be identified and developed earlier and more effectively.

ceo magazine, executive coaching,

Last week I talked about the first (i.e., it is lonely at the top) of several reasons why CEO's need a coach and I introduced Eric Schmidt, the CEO of Google, who in a powerful video excerpt talked about why he works with a coach. It is my experience and, in fact, there are ample research studies that now exist that support my premise that most CEO's "in their head's" want to work with a coach, however, when it comes to actually "executing the decision", most decide not to work with a coach due to the negative stigma attached. In other words, most CEO's frankly are concerned that their boards and key stakeholders will see it as a sign of weakness that they are in fact working with a coach.

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.



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