This is a common theme with business owners and other senior executives... the fact that they cannot openly express to their peers any doubts they might experience or issues they might like to explore. They generally need to be perceived - within their own organisation, at least as totally confident and in control. So how do business owners and senior executives handle this dilemma without undermining their reputation?
Personal coaching is increasingly being perceived as the bridge that links the executive's sense of isolation with a safe and confidential way to articulate and explore issues which have, up until now, remained unexpressed and unshared. It is this very isolation that can increase the business owners' sense of disconnection and stress which, in turn, can have damaging repercussions for the organisation as a whole.
Consistently, the following areas tend to come up:
For Barry, the challenge was how to balance his need to be ethical with the fierce competition that dominates the financial sector. He felt the need to articulate these issues to his fellow directors and senior team in a way that would engage them but first he needed to clarify and articulate them to himself.
The starting point was to understand his own core values, a process from which there emerged a new clarity and a new basis for decision-making.
Perhaps the most powerful moment in our sessions came when Barry suddenly saw that what had prevented him from exploring and articulating the issues that meant so much to him with his colleagues was a belief that holding such convictions was a sign of weakness. While this was by no means the only breakthrough, it was the one that made a profound difference to Barry¡'s self-perception.
As agreed, Barry and I met again 5 months after our last session. The purpose of our meeting was to assess the benefits of our work together.
The one that meant the most to him was that, following a series of conversations with his senior management team, both individually and together, the team proposed a new scheme to explore ways to implement and promote CSR (Corporate Social Responsibility) initiatives throughout the organisation.
Whereas until recently there may have been a stigma attached to a CEO who, like Barry, chose to seek outside support - the far-reaching value of such sessions is thankfully becoming increasingly clear and accepted.
(1) Name changed for reasons of confidentiality
Typically Sue works with business owners, directors and senior executives, initially for six sessions. Her approach is a combination of challenge and support, encouraging reflection and offering insights.