Jacqui Summons2013

To see whether the experience of CEOs being coached by external coaches would uncover any useful findings about:

The type of coaching which they most valued Whether there were any common themes

reported in the relationship between coach and coachee

How they decided which coach to work withWhat they actually experienced in the

sessions and what impact, if any, they believe coaching had on their performance

I had worked in a close relationship with 6 /7 CEOs ( as HR Director)

Observed at close hand the “loneliness” of the number one position

Seen benefits of executive coaching (and times when it was rejected with a high cost)

This background proved to be both a benefit and a disadvantage…

New insights into the way in which executive coaching is experienced by leaders of smaller businesses

Coaching was generally sought by the CEOs and not set up as an organisational wide initiative

Many previous studies carried out into the impact of executive coaching had focussed on organisationally driven coaching programmes (often through the observations of others, not in the “voice” of the CEO)

The findings could be of interest to other CEOs that are considering using the support of an executive coach, particularly in their first CEO role

They may provide some insight for executive coaches wishing to coach CEOs about some of the drivers for this group and what they particularly value about coaching.

Boards, Chairmen, PE Investors may gain a greater understanding of the benefits of coaching for CEOs

Phenomenological research study explored the experience that five Chief Executive Officers (CEOs) had when being coached by executive coaches.

An in depth review of their experiences as described by them in detailed semi structured interviews, lasting between 1 and 2 hours.

Results were shared with experienced Executive Coaches (not the coaches of the participants)

Name( Pseudonym used to protect confidentiality)

Size and type of Organisation CEO experience

Length of time working with coach

Ken A privately owned employee communication consultancy About 40 employees, 4 million turnover.

CEO for about 7 years since starting the business.

5 years working with the same coach

James Not currently in role. Previously CEO of logistics business (approximately 200M revenue)

Has held the role of CEO for several years

Currently working with a career coach in between roles, but had previously worked with an Executive Coach when CEO of the logistics business

Charles Listed on LSE since 2005 Clinical trials management and patient recruitment organisation in Europe. Operated from 24 sites in 8 countries

Has held CEO post in current company only, since 2011

For the last two years, since starting CEO role.

Andrew CEO of a privately owned recruitment company founded in 2010

Is in his first CEO role and has been in that role since 2010.

Approximately 2 years

Kris Land development company (PE backed)

In his first CEO role since 2012

Approximately 2 years

How did the methodology work?

What did I discover?

“ I almost take on a different personality. No, what I mean is I am in a place where I totally relax. My mind is clear. I feel like I am talking to myself. I feel that I can say almost anything and it is acceptable….. I don’t need to impress or motivate or inspire…

Drivers for coaching Desire for self-development prompts desire for coaching

Need to build competence quickly when starting a business

Need for a trusted confidante Feeling a gap in existing network, feeling

isolated Feeling loneliness Fear of sharing concerns with team or

Chairman 

Transition as a catalyst Transition was a driver for coaching:o Starting a businesso Exiting from a businesso Career changeo First CEO role

 Pre coaching views on development Committed and interested in the

development of themselves and others Natural desire to improve themselves Readily self-reflective 

Pre coaching concerns about coaching

Scepticism exists for some pre-coaching Aware that it can be seen as a sign of

weakness to be coached

What did I need?

Choosing a coach It took time to select a coach, process of selection was generally quite informal

In some cases more than one coach was met before a final decision was made

Selection seemed to be one of chemistry and “fit”

Contracting Informal Dealt with timing of sessions and

requirement for 360 feedback in some cases, but little further detail

There was some limited discussion about objectives (particularly to demonstrate ROI)

 

Confidentiality Divergence of views about whether coach

should work with CEO and senior team Trust is a critical point for all regardless of

direction on this point

Relationship with Coach Described as a unique relationship, not

similar to that which they have with others Many hold coaches in very high esteem Relationship seems close on a one to one

basis One description of a “caring” relationship Limited concern about dependency

How did I choose a coach and how did coaching relationship develop?

Timing, location, preparation and follow up

Sessions were every 4-6 weeks lasting 2-3 hours

All sessions were off site Considerable preparation was done by

CEO for sessions “homework” sometimes set by

coach/reading materials suggested Follow up sometimes includes note

taking and always working on agreed actions

Model, structure and process CEOs didn’t recognise “models”, but talked through structure

Coach reminded client of agreed areas to work on and values in some cases and challenged divergence from these

In some, but not all, cases 360 feedback and psychometric testing supplemented the process in sessions early on.

Clients valued the alternative perspective that the coach often presented

CEO feeling in sessions Relaxed Able to open up and say things to coach

that they would not say to others Reflective space and time away from the

day to day work Could be a tiring process

What was the Coaching like?

What did I value in my coach? Value a sounding board, but do not need a coach with business or leadership background

Value a challenging approachDid I benefit from Coaching? Being able to get through strategic

goals more quickly and making sense of a multitude of competing priorities

Dealing more effectively with Stakeholders

Handling difficult relationships more effectively, particularly within the team

Increasing the effectiveness of their teams

Becoming more self-reflective and adapting behaviours as a result of this self-reflection

 

What did I value and did I feel that I benefited from Coaching?

Consulted 5 Executive coaches with extensive experience of coaching at CEO level

Confirmed some findings but strongly challenged some too

Overall a useful way of keeping my mind “open” as I concluded

Reaffirmed my view of usefulness of research – quite welcome in the dark days of writing up!!

"Leadership is a lonely thing. When you have to make tough decisions in relation to strategy or very important issues you have to take them in the end alone.”

CEO of Lloyds, Antonio Horta-Osorio (interviewed by Robert Peston 2013)