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It’s lonely at the top – who supports the CEO?

Nobody has all the answers – but who can the CEO turn to for

advice and feedback? Alan Denton of executive coaching

company The Results Centre (www.theresultscentre.com) looks

at the role that executive coaching can play in reducing the

isolation of the CEO.

Senior executives tend to be a driven breed. However, many are

so focused on the journey to the boardroom that they may be

unprepared for what they experience when they get there.

Basically, it can get pretty lonely at the top. With the demands

of staff, shareholders and management teams all looking for

answers, CEOs and senior staff can often find themselves

isolated, lacking colleagues who can help them formulate ideas,

run through options and supply dispassionate feedback and

challenge.

Great leaders and managers are aware of the power of not

knowing all the answers, showing some degree of vulnerability

and being prepared to be wrong on occasions. This may mean

taking risks, stepping into their discomfort zone and not always

being the all-seeing, all-knowing boss.

Earning leadership

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A management position is often earned by service, knowledge,

experience, tenacity, ability, timing and networks; it is an

appointment. However, being a leader in the true sense of the

word relies solely on the willingness of others to follow. Those

who believe that leadership is automatically given with

authority are highly likely to fail.

With many CEOs apprehensive about showing weakness to the

people who see themselves as a future CEO, who can they

discuss their fears and hopes with? Often staff are scared of

giving honest feedback to their boss for fear that it will be

interpreted as personal criticism or harm their career

prospects. This is where an independent, external influence can

be so important. Unfortunately, some business coaches can

seem more interested in getting to the next meeting than telling

the hard truth.

• Coaching can also be perceived as a weakness. I’ve lost count

of the number of senior executives I’ve spoken to who assert:

• Coaching is for failures

• Coaching is about ‘fixing’ something

• It’s not for me

• It’s fluffy nonsense

• I’ll be seen as incompetent if I take on a coach

However, the more enlightened senior executives who choose to

embrace coaching see it differently. At its basic level, it is

someone to talk to on a level and in confidence – but it can be so

much more than that.

Coaching case study

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During the recession, we worked with a managing director who,

on the surface, ran a highly successful multi million pound

business. He appeared very confident and sure of himself, but

honest conversations revealed his uncertainties, particularly in

leading his company through the recession. Through the

process of external coaching he was able to look at his business,

and more importantly, his people, in a new way. They made

changes internally and externally with clients, suppliers and

stakeholders and, as a consequence, powered their way through

the downturn. As the MD said in his feedback, “I had no one to

turn to internally; I needed that shake and the results have been

fantastic.”

Coaching in action

Whilst constructive executive coaching

should have a clear ethos, it rarely follows a

set process – it’s often about digging in,

challenging and exploring the possibilities –

and then stretching those possibilities, not

stifling them through the use of a fixed

model or process.

So what should you look for when considering contracting with

a business coach?

• If you are a CEO, look for someone who’s also got that t-shirt

but not necessarily in your sector.

• Someone who understands that an external coach should be a

sounding board, a confidant, a critical friend – one that rarely

exists for most senior executives.

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• Check out what they mean by confidentiality and integrity

(particularly if there is a third party stakeholder in place).

What, if anything, is being reported back? This should be

mutually agreed between coach and coachee.

• A great coach is not attached to an outcome or further

meetings. By all means agree a series of coaching interventions,

but always have clear outcomes agreed – with an expectation

that these will be bettered.

• Someone who is prepared to stretch and challenge you, often

to a place of discomfort.

• Someone who can push, pull and support in equal measure

and comes from a place of ruthless compassion.

• Finally, a great coach will be happy to have a conversation

about results or ROI.

The loneliness of the CEO is a real issue in boardrooms,

factories and offices across the world. However, it isn’t an

insurmountable obstacle. With the right external, impartial

support – and some degree of discomfort – amazing business

Alan Denton

and personal results are truly possible.

About the author:

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Alan Denton is MD of executive coaching company The Results

Centre (www.theresultscentre.com). Alan regularly coaches

CEOs and senior executives across a range of sectors from

pharmaceuticals to the legal sector and has created several

leadership and transformational programmes, including the

First 101 Days Programme.

Original URL:

http://www.economicvoice.com/its-lonely-at-the-top-who-supports-the-ceo/