<center><a href="http://ferdinandmehlinger.com"><img src="http://i.imgur.com/DQkds0x.jpg" title="Ferdinand Mehlinger Coaching Program" /></a></center><br><br>Two-thirds of CEOs don't receive any outside guidance on their leadership skills, and yet almost all would be receptive to ideas from a coach. These statistics are from a Stanford University/The Miles Group study launched this month, which asked 200 CEOs, board directors, and other senior executives concerns about how they get and see leadership guidance. I asked the survey's co-authors, Stanford Graduate School of Business' David Larcker and The Miles Group CEO Stephen Miles some concerns about exactly what they discovered and how it applies to CEO coaching specifically. An edited version of our exchange is below.<br><br>Why is getting coaching from outside the company essential?<br><br>Blind spots are less apparent when things are working out. It is really simple for executives to end up being almost strictly inward looking, especially when they have been very successful. But these blind spots can end up being ravaging when efficiency relocates the other direction. A good, neutral third party evaluation is a clear reality look for executives.<br><br>Furthermore, every person inside the company has an agenda of some sort. This makes the training environment an uncommon and safe place to analyze numerous subjects versus the framework of what is in the CEO's benefit. The coach is just interesteded in the CEO's wild success as the leader of the business.<br><br><a href="http://ferdinandmehlinger.com"><img src="http://i.imgur.com/KvAOwVB.jpg" title="Ferdinand Mehlinger Coaching Program" /></a><br><br>In your study, CEOs say the area they most want to develop is in conflict resolution. Why?<br><br>Conflict management is crucial in the CEO function-- practically anything that gets to the CEO's desk has an element of pleasing someone and making another person unhappy. When the CEO avoids conflict, it can close down the entire company: decisions are not made and troubles fester, creating a domino effect of unproductive habits down the ladder. A CEO who can handle and carry dispute in an useful way can get to the root of problems, apply rigor to the team's thinking, and, eventually drive the very best results. So cultivating this skill can be a powerful tool to help the entire organization.<br><br>The survey likewise discloses that almost two-thirds of CEOs do not receive coaching or leadership guidance from outside consultants. Exactly what lags that?<br><br>There is still some residual stigma that coaching is in some way "restorative," as opposed to something that enhances high performance, much like how an elite athlete makes use of a coach. But there really is not a single leading athlete who does not have a coach. CEOs must not be troubled about this issue, and rather see coaching as a device for enhancing their already high performance.<br><br><center><object width="475" height="297"><param value="http://www.youtube.com/v/yVfeezxmYcA&showsearch=0&rel=0&fs=1&autoplay=0&amp;ap=%2526fmt%3D22" name="movie" /><param value="window" name="wmode" /><param value="true" name="allowFullScreen" /><embed width="475" height="297" wmode="window" allowfullscreen="true" type="application/x-shockwave-flash" src="http://www.youtube.com/v/yVfeezxmYcA&showsearch=0&fs=1&rel=0&autoplay=0&amp;ap=%2526fmt%3D22"></embed></object><br /><a href="http://www.youtube.com/watch?v=yVfeezxmYcA&fmt=22" target="_blank"></a></center><br><br>Part of this stigma originates from board members themselves, numerous of whom grew up in an age when coaching was truly restorative and not something in which a CEO would ever voluntarily engage. So even CEOs who believe in training and want to engage need to guarantee that they bring these board members in particular along with them on the trip.<br><br>So there's stress between boards and executive groups when it concerns coaching. How does it manifest itself?<br><br>Once more, when things are going well, there can be a tendency on the part of some CEOs to be less open to feedback and a matching "If it ain't broke ..." attitude from the board. If things are working out, boards frequently feel as if they do not need to have this difficult discussion with the CEO. Both of these attitudes/approaches are a problem and definitely do occur.<br><br><br>It's most likely not unexpected, then, that 79 % of CEOs stated it was their idea to get coaching. But should it just be their responsibility, or should it include others?<br><br>Fundamentally, it is an obligation of both the executive and the board of directors, while a trusted Chief Human Resources Officer can also play a crucial role. If a few of a CEO's behaviors are really dysfunctional, these need to be recognized and worked on. If the CEO is reflective, he or she will certainly recognize their weak points without prodding from the board. However, there are likewise times when the board says to the CEO: "It might be great to do some individual development on X." This is an essential part of CEO efficiency assessment: Exactly what things need to be enhanced?<br><br>Many times training starts with a partnership with the board of directors on the CEO examination, and out of that normally come a few certain actionable development themes that can trigger an advisory relationship with the CEO. It normally does come from both sides, therefore boards must be adequately up to date to see high performance coaching for what it is, versus being simply restorative. The board can help set the conditions for success.<br><br>The CHRO can also contribute in setting the stage for CEO coaching, as they are frequently the ones who come from the concept with the CEO.<br><br><center><a href="http://ferdinandmehlinger.com/consulting"><img src="http://i.imgur.com/PjTdd4D.jpg" title="Free Business Coaching Consulting" /></a></center><br><br>Is there any proof that things CEOs want to be coached in aren't areas they need assistance in, and vice versa?<br><br>I believe that we must take a look at the "gaps" between exactly what is being dealt with and what weaknesses are highlighted. For instance, 23 percent of CEOs are dealing with their team-building skills, but only 13 percent of directors think this is a location that requires improvement.<br><br>Comparatively, there's an unwillingness to be coached on so-called "soft abilities" like motivation, empathy, and persuasion. How vital are these, and should CEOs and execs take a closer look at being coached on them?<br><br>"Soft skills" have a crucial location in the CEO toolkit. Abilities such as motivation and being able to coach and establish individuals permit a CEO to build a "complementary leadership structure" at the top of the organization. This type of organizational design permits the leading employee to work more effectively together and on their own, but counts on a CEO who can encourage, inspire, and coach those below him.<br><br>Is there a way to be transparent about a CEO being coached without causing shareholder and market panic?<br><br>Training is a personal and individual activity. That your CEO is being coached is not something that would generally be divulged to investors. Nevertheless, you can certainly picture circumstances where something bad taken place in the company (unfortunate press coverage, loss of top managers, etc.), and the CEO admits that he/she is accountable and his leadership design contributed in the issue, and that he/she is going to work on this weakness. Done in an open and truthful manner, this type of disclosure can have an extremely favorable effect on track record, inspiration, and efficiency in a company.<br><br>Numerous of the greatest carrying out CEOs divulged that Peter Drucker encouraged them. They could have made use of a various term during that age because of the stigma, however we are now moving plainly into an age where there is less stigma related to having a coach.<br><br>Is there an internal threat for business staff members if their CEO or a senior executive is open about getting training?<br><br>This will certainly be affected most significantly by the culture of the organization and the shipment of the message. The workers that you want to keep will probably be grateful to hear that a problem is being addressed. Nevertheless, it is definitely possible that the admission of a requirement for coaching might be interpreted as a personal weakness of the CEO. This happens all the time in political settings. Matching the message to the employees is essential.<br><br>It is likewise vital to not merely see training with the lens that there is a "issue." Often times you are not focused on a problem when coaching somebody. Rather, you are encouraging them on the concerns they deal with-- such as the growth of the leadership team or transforming from a personal business CEO to public business CEO-- and helping them be even more efficient.<br><br><center><a href="http://ferdinandmehlinger.com/coaching"><img src="http://i.imgur.com/LZY5Aeh.jpg" title="Ferdinand Mehlinger Coaching Consultation" /></a></center><br><br>Ultimately, exists a relationship in between training and getting to the top?<br><br>This is fairly common in tech companies such as Dell, Google, and so on, where coaches/advisors have been brought in to help young CEOs. However Jack Welch is another popular example of a top business leader who dealt with a consultant-- Ram Charan-- for several years.<br><br>In general, where there is a relationship between coaching and succeeding is when an executive believes in constant learning and development. The stating "It's exactly what you learn after you understand everything" resonates here. These kinds of presidents seek out a variety of different coaches/advisors who help frame subjects for them and play a point of challenge and reflection. CEOs who do this are likewise triangulating info, and their set of coaches/advisors assist frame, difficulty, and assimilate all the information/data.<br><br>How should CEOs choose the ideal outdoors coaches or advisors?<br><br>You require coaches who are extremely smart, instinctive about company and interpersonal dynamics, neutral in their evaluation (i.e., not captured by their customer), and can tailor the training to the individual requirements (not a canned method).<br><br>An excellent coach does not make someone feel badly about themselves, however will participate in training so that the CEO gets up the next early morning and is excited about attempting something new or doing something in a different way.<br><br>Exactly what did you discover most unexpected in the guide, and what is the actionable takeaway for CEOs and boards?<br><br>We were very stunned to find out the low percentage of CEOs who have coaches. The vital takeaway for CEOs and boards is that seeking a coach or consultant is not a sign of an essential trouble or weakness, however instead a crucial quality of being a superior leader. For boards and other stakeholders, they must understand that it could help make the distinction between a great organization and a visionary one. <a href="http://ferdinandmehlinger.com/consulting">find out more info</a>