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Top Ten Reasons Executive Seek Coaching and What They Get from Their Coaching Experience
| Why Executives Seek Coaching | What Executives Get Out of Coaching |
| 1. Leadership Development | a. Skills in transitioning to new positions b. Building an effective team c. Strengthening communication with their Boards |
| 2. Self- Management | a. Use time more effectively b. Maintain their mental and physical fitness c. Establish and live their priorities |
| 3. Professional Development | a. Understanding and using their strength resources b. Developing new skill sets c. Improving technical skills |
| 4. Managing Their Staff | a. Effectively using power b. Delegating skills c. Understanding human behavior |
| 5. Targeted Skill Building | a. Expanding knowledge outside their core area to learn about finance or other content area. b. Preparation for specific event such as a Board or professional presentation. c. Addressing a specific area needing remediation such as communication skills |
| 6. Personal Development | a. Improving confidence b. Career issues c. Speaking in public |
| 7. Change Management | a. Recognizing opportunities for change b. Bringing staff along c. Creating new branding and identity |
| 8. Strategic Implementation | a. Putting ideas into action b. Using metrics effectively |
| 9. Influence and Persuasion | a. Developing strategy around influence b. Understanding the science and art of persuasion c. Giving and receiving feedback constructively |
| 10. Life-Work Balance | a. Developing stress resilience b. Establishing professional boundaries c. Setting personal priorities |
Case Study: Succession Planning:
A VP of Sales was promoted to CEO of his business group surprising everyone as he leapfrogged several colleagues. The Board of Directors wanted him to have support for his new role and contracted with Citrin Consulting to provide the service.
Over the course of 12 months, the new CEO addressed a range of issues from strategy implementation to talent assessment to the development of his executive presence. Each step of the way was thoughtfully planned out with resources aligned to support the behavioral and emotional development of his skill set. Mid-course corrections were made as the Board and others provided valuable feedback. The new CEO was earned the respect of his managers and staff, established clear strategic benchmarks and met revenue and growth projections during that first year in his new role.
Our approach to coaching
- Building the coaching relationship: Building a relationship is the first step in having a successful coaching relationship. You will want to know that your coach is someone who you can trust is providing you with sound ideas while at the same time willing to challenge you and offer some "developmental heat" so you are motivated for change.
- Assessing key strengths: Assessment tools, interviews, and self-appraisals are all effective way to discern your greatest resources and how you can apply them to even greater levels. At this point in the coaching, you will have a plan of action that spells out the steps that are to be taken to insure success.
- Engage the Learnings: During this phase, the coaching tools of role playing, career mapping, persuasion exercises, branding strategies, action matrices, resilience modeling, and competency development along with others come into play and can be utilized to address the coaching objectives.
- Performance Sustainability: Increasing personal and organizational understanding and strengthening your leadership tools translates to personal ownership of your new skill set. After coaching is completed clients have increased confidence and knowledge about how to better manage their work and career.
Case Study: Performance Issue
A recently recruited Senior Vice President was not working out. His performance was satisfactory but his demeanor was unacceptable. He frequently made inappropriate responses and had on several occasions made off color remarks. In addition, he openly contradicted the CEO in a large meeting and manifested an attitude that he knew what was best for the company even though he had only been there a short period of time.
We were brought in to initially assess his ability to change this behavior and then to begin addressing the issue. The CEO was committed to keeping him on board due to his technical knowledge. After a series of interviews Citrin Consulting determined that this employee was already impacting morale and had lost the respect of key managers and enumerable staff. Our recommendation was swift and direct — terminate the relationship with the employee. The employee left the organizations shortly afterwards helping save the morale of his division and allowing the company to move on quickly to overcome this difficult event.
Richard's Podcasts on Leadership
The Philosophy Of Leadership
Richard explains what is important in the philosophy of leadership.Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.
(2:50)Using Strengths To Improve Weaknesses
Richard speaks on improving weaknesses by building on your leadership strengths.Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.
(2:46)Your Leadership Style
Richard speaks on leadership styles and moving the company ahead.Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.
(2:12)Why It Is Critical For Leaders To Know Their Strengths
Richard explains why it is critical that leaders know their own strengths.Audio clip: Adobe Flash Player (version 9 or above) is required to play this audio clip. Download the latest version here. You also need to have JavaScript enabled in your browser.
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