<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 outdoors advice on their leadership skills, and yet almost all would be receptive to recommendations from a coach. These stats are from a Stanford University/The Miles Group survey released this month, which asked 200 CEOs, board directors, and other senior executives questions about how they receive and view leadership advice. I asked the survey's co-authors, Stanford Graduate School of Business' David Larcker and The Miles Group CEO Stephen Miles some concerns about what they discovered and how it applies to CEO training particularly. A modified variation of our exchange is below.<br><br>Why is getting training from outside the business important?<br><br>Blind spots are less obvious when things are going well. It is really simple for executives to end up being virtually strictly inward looking, specifically when they have actually been very successful. However these blind spots can become devastating when performance relocates the other direction. An excellent, neutral 3rd party assessment is a clear truth check for executives.<br><br>Additionally, every single individual inside the business has a program of some sort. This makes the training environment an unusual and safe place to think through different topics against the framework of what is in the CEO's benefit. The coach is just worrieded about 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 survey, CEOs say the area they most wish to establish is in dispute resolution. Why?<br><br>Conflict management is crucial in the CEO role-- nearly anything that gets to the CEO's desk has an aspect of kindlying someone and making someone else miserable. When the CEO prevents dispute, it can shut down the entire company: decisions are not made and problems fester, developing a contagion effect of ineffective behaviors down the ladder. A CEO who can handle and carry dispute in a constructive method can get to the root of problems, apply roughness to the group's thinking, and, ultimately drive the best results. So cultivating this skill can be an effective device to help the whole organization.<br><br>The survey also reveals that almost two-thirds of CEOs do not get coaching or management recommendations from outside experts. Exactly what's behind that?<br><br>There is still some recurring stigma that training is somehow "restorative," rather than something that enhances high performance, much like how an elite athlete utilizes a coach. But there actually is not a single top athlete who does not have a coach. CEOs need to not be troubled about this issue, and rather see training as a tool for enhancing their currently 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 comes from board members themselves, numerous of whom grew up in an age when coaching was genuinely remedial and not something where a CEO would ever voluntarily engage. So even CEOs who believe in coaching and wish to engage have to make sure that they bring these board members in particular together with them on the journey.<br><br>So there's tension in between boards and executive teams when it comes to training. How does it manifest itself?<br><br>Again, when things are going well, there can be a tendency on the part of some CEOs to be less ready for feedback and a corresponding "If it ain't broke ..." mindset from the board. If things are going well, boards typically feel as if they don't have to have this challenging discussion with the CEO. Both of these attitudes/approaches are an issue and definitely do take place.<br><br><br>It's probably not unusual, then, that 79 % of CEOs said it was their concept to receive coaching. However should it only be their obligation, or should it involve others?<br><br>Essentially, it is a duty of both the executive and the board of directors, while a trusted Chief Human Resources Officer can also play a vital role. If a few of a CEO's behaviors are genuinely dysfunctional, these have to be determined 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 excellent to do some personal development on X." This is a crucial part of CEO performance assessment: What things have to be enhanced?<br><br>Often times coaching starts with a partnership with the board of directors on the CEO assessment, and from that typically come a couple of certain actionable development themes that can trigger an advisory relationship with the CEO. It typically does originate from both sides, therefore boards should be adequately up to date to see high performance training for what it is, versus being purely remedial. The board can assist set the conditions for success.<br><br>The CHRO can also contribute in setting the stage for CEO coaching, as they are often the ones who stem 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 evidence that the important things CEOs wish to be coached in aren't areas they require help in, and vice versa?<br><br>I think that we need to look at the "spaces" between what is being dealt with and what weaknesses are highlighted. As an example, 23 percent of CEOs are working on their team-building abilities, but just 13 percent of directors think this is an area that needs enhancement.<br><br>Comparatively, there's a reluctance to be coached on so-called "soft abilities" like inspiration, compassion, and persuasion. How vital are these, and should CEOs and execs take a closer look at being coached on them?<br><br>"Soft abilities" have a vital place in the CEO toolkit. Skills 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 enables the leading employee to work better together and by themselves, but depends on a CEO who can inspire, motivate, and coach those below him.<br><br>Is there a method to be transparent about a CEO being coached without triggering investor and market panic?<br><br>Coaching is a private and personal activity. The fact that your CEO is being coached is not something that would typically be revealed to investors. Nevertheless, you can definitely envision situations where something bad happened in the business (unfortunate press coverage, loss of top managers, etc.), and the CEO admits that he/she is responsible and his management style was instrumental in the problem, and that he/she is going to work on this weakness. Done in an open and honest manner, this type of disclosure can have a very positive effect on credibility, inspiration, and efficiency in an organization.<br><br>Many of the greatest carrying out CEOs divulged that Peter Drucker encouraged them. They might have utilized a various term because age because of the stigma, but we are now moving clearly into an era where there is less stigma associated with having a coach.<br><br>Is there an internal risk for company employees if their CEO or a senior executive is open about getting coaching?<br><br>This will be affected most notably by the culture of the company and the shipment of the message. The workers that you want to keep will most likely be grateful to hear that a trouble is being attended to. However, it is certainly possible that the admission of a requirement for training might be interpreted as a personal weakness of the CEO. This takes place all the time in political settings. Matching the message to the staff members is vital.<br><br>It is also important to not merely see training through the lens that there is a "problem." Sometimes you are not concentrated on a problem when coaching somebody. Rather, you are recommending them on the issues they deal with-- such as the growth of the leadership team or changing from a private company CEO to public business CEO-- and helping them be even more effective.<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>Eventually, is there a relationship between coaching and succeeding?<br><br>This is relatively typical in tech firms such as Dell, Google, and so on, where coaches/advisors have been brought in to assist young CEOs. But Jack Welch is another popular example of a leading business leader who dealt with a consultant-- Ram Charan-- for many years.<br><br>In general, where there is a relationship in 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 right here. These type of chief executives seek a number of different coaches/advisors who assist frame subjects for them and play a point of challenge and reflection. CEOs who do this are also triangulating info, and their set of coaches/advisors help frame, challenge, and take in all the information/data.<br><br>How should CEOs select the best outdoors coaches or consultants?<br><br>You need coaches who are extremely smart, instinctive about business and interpersonal characteristics, neutral in their assessment (i.e., not recorded by their client), and can customize the training to the individual needs (not a canned strategy).<br><br>A great coach does not make someone feel severely about themselves, but will certainly participate in training so that the CEO stands up the next morning and is excited about attempting something new or doing something in a different way.<br><br>Exactly what did you find most unusual in the report, and exactly what is the actionable takeaway for CEOs and boards?<br><br>We were very shocked to learn the low portion of CEOs who have coaches. The key takeaway for CEOs and boards is that seeking a coach or advisor is not a sign of a basic problem or weakness, however rather a key characteristic of being a superior leader. For boards and other stakeholders, they must understand that it could assist make the distinction between an excellent organization and a visionary one. <a href="http://ferdinandmehlinger.com/coaching">Discover More</a>