CEOs Want & Need Executive Coaching?
by Dillon Patterson Article PublisherIn a study conducted
recently by the Stanford Business School, it was revealed that almost
two-thirds of CEOs and nearly half of senior executives don’t get executive
coaching or leadership development. Ironically, as reported by Bloomberg Business Week
and Forbes,
nearly
100 percent said they would like executive coaching to enhance their
development.
So, what
are the reasons behind CEOs and other senior leaders wanting coaching but not
seeking it?
Probably,
they are misguided about what coaching provides, in contrast to what they think
they require. Both views generate a gap between desire and action.
Paradoxically, that gap is accidentally supported by most of the executive
coaching programs.
Most
coaching programs leave out or misinterpret the core coaching element. CEOs
need an increased self-awareness, truthful self-knowledge about one’s aims,
personality capacities, and values to develop their skills and effectiveness.
The absence of that ends up lessening the weight of coaching in the opinion of
the majority of senior leaders.
Self-awareness
is critical to leadership. You can heighten it through coaching. The CEO of the
Miles Group, Stephen Miles associated with Stanford on the study, stated that executive
coaching is somehow “remedial” to CEOs, in contrast to something that
augments high performance. It can be compared to how an influential athlete
uses a coach. Furthermore, the CEO’s affirm
that they are mainly interested in skills such as conflict management and
communication. However, their need for compassion, relationship and persuasion
skills is listed far below on their list. They consider the latter as “soft
skills”.
The
CEOs’
insight is reflected by both views. However, those, in
turn, reflect the failure of coaching programs to illustrate that the basic
structure of a winning leadership vision and behavior is increased
self-awareness about one’s
objects, values, and personality traits.
The
higher you rise in businesses or corporations, the more psychological stress
and relational issues crop up. To be a successful CEO, you need good judgment
about others. You have to know their emotional and tactical personal drivers;
their self-interest, obvious and concealed. In order for the relationship to be
successful, you need self-knowledge, self-awareness. And you won’t
be able to make out the truth about others without knowing it about yourself.
Self-knowledge
and the relational competencies can allow CEO’s
to devise, clearly express and lead a planned vision for a motivated, energized
organization. Lack of self-knowledge leads to disagreement and argument among
members of the senior management team or between members and the CEO as it
builds clarity about objectives. It can tweak your understanding of the
perspectives, values, aims and personality traits of others.
Power
and Empathy
To
be a successful leader, you have to observe, comprehend and deal effectively
with others’ perspectives. Empathy is that part
of self-awareness. Two recent studies show its crucial role. One study reveals
the impact of power in an organization upon behavior; the other, its impact
upon brain activity. Both studies found that increased power reduces empathy.
The
qualities of a developed, mature mind are empathy, compassion, and
self-awareness. If you have it, you can combat stress, handle internal
conflicts, experience a deep connection with others, and maintain well-being.
It kindles broad insights to understand the problems and unpredictable
challenges that CEOs face.
Building
Self-Awareness
You can
build self-awareness when you honestly evaluate your emotional strengths and
vulnerabilities, principles and attitudes, personality traits and unsettled differences.
You are a whole, not simply a set of skills carrying out a role.
As per
Chade-Meng Tan, one of Google’s earliest executives, self-examination is vital
for leaders’ positive development. They positively benefit success and well
being. In a business review, Scott Keller, a director at McKinsey &
Company, stated that overcoming self-interest and delusion is important. He
affirmed that one should be open to personal growth and development from
within; leaders don’t accept the fact that it is they who need to change and
the real bottleneck is to know what needs be done to change at a personal
level. With self-awareness, leaders will come to know more about what not to
chase and not simply what to pursue.
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Created on Mar 29th 2019 14:45. Viewed 704 times.