The top two areas board directors say their CEO’s need to work on are “mentoring skills/developing internal talent” and “sharing leadership/delegation skills.”
According to Professor Larcker, “the high ranking of these areas among board respondents shows a real recognition of the importance of the talent bench.” Larcker believes “boards are placing a keener focus on succession planning and development, and are challenging their CEOs to keep this front and centre.
Going back to the Stanford Executive Coaching Survey, “What’s interesting is that nearly 100% of CEOs in the survey responded that they actually enjoy the process of receiving coaching and leadership advice.”
Identifying, growing, nurturing talent…call it what you will: people are brilliant. I believe it is the role of leaders to be brilliant and to get their people to be brilliant. For all of the corporate language around how to do this, coaching is a process that delivers:
“I have since used my experience and learning (from coaching) to approach the development of one of my direct reports. It reminded me of some of the responsibilities of a strategic leader and gave me new ideas on how to consider them. It also helped to clarify my thinking regarding a particular portfolio challenge and what my role should be. Personally, I also found great benefit from the one to one sessions discussing certain approaches to medium and long term objectives for me.”
“I think that coaching (at least my experience of it) encourages first, self-reflection and, by taking time to reflect, self-awareness and second, it facilitates problem-solving (out loud and in real time) and action planning.”
“As a senior leader in an increasingly busy and complex world, I think it is of enormous benefit to have an independent individual who you can establish trust with, enabling you to have a critical friend that offers both support, challenge and a confidential sounding board.”
“Richard’s coaching has helped me considerably over the last 12 months. Initial outcomes from his coaching were that my ability to adapt to circumstances I found challenging improved, and I felt I was able to be more courageous, determined and authentic at work. He articulates his goal as increasing the velocity and scope of able and successful people, and as a result of working with him I’ve a much stronger vision of my future career track and the steps required on the way. I’ve definitely been more productive as a result of his coaching.”
So – do you really need a coach?
PSC exists to enable insight and clarity of direction in complex situations where the stakes are high. We focus on your key performance requirements and design and deliver the solutions that will facilitate and equip your organisation to think and act strategically, unlock potential and empower leadership.
Utilising the ‘navigator’ method we identify the mission, bring clarity to the context, devise a plan, support the execution and hold to account over results.