HOW DO CHIEF EXECUTIVES EXPERIENCE COACHING?

1. HOW DO CHIEF EXECUTIVES EXPERIENCE COACHING? Jacqui Summons 2013

2. Research Question 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 with • What they actually experienced in the sessions and what impact, if any, they believe coaching had on their performance

3. Why was I interested • 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…

4. Research question • 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)

5. Who did I think might be interested? • 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

6. METHODOLOGY • 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)

7. PARTICIPANTS

8. How did the methodology work?

9. What did I discover?

10. “ 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…

11. What did I need?

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

13. What was the Coaching like?

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

15. Executive coaches • 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!!

16. conclusion "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)