With the multiple published reports that provide sufficient evidence supporting the exceptional outcomes that can be produced by using an executive mentor, I’m still amazed at the number of people that don’t have a retainer coach yet. Within today’s blog post I will discuss the factors why I think both ceos and businessmen (yes I said both) should have a coach or mentor.
C-suite managers do so largely on the basis of their ability to make sound decisions reliably. While it may take years of solid decision-making to enter the boardroom, often only one wrong decision is taken to fall from the ivory tower. The truth is that an executive is just as successful as his/her last judgment in today’s dynamic business world, or their willingness to keep ahead of peers and competitors.Here for executives and CEOs
For all the qualities for which Thomas Jefferson was renowned and admired, the conviction that he was the most adamant about was the philosophy that guided him to found the University of Virginia… He understood that studying was a life-long pursuit whose flame was not to be extinguished until a last breath had been extracted from a human.
Regrettably, as strong as the Jeffersonian continuing education concept is, it all too frequently runs counter to how most executives handle their jobs. Many effective managers early on in their careers make heavy investments in developing their skill sets, knowledge base and subject matter skills only to make minimal investment in their professional development as they hit the C-suite. Nevertheless, it is at the C-suite level that an executive must be on top of his / her game as they have the largest sphere of influence, the greatest potential to affect a company, and they also now have the greatest risk… It is now that they will make the highest commitment in improving their game because it is at the executive level that the greatest rewards will be compensated for by increased performance.
The one thing high-ranking managers and businessmen should count on is that nearly everyone in the supply chain is continually reviewing their performance. Combine that with the fact that success levels and aspirations are continually being adjusted, and it is no surprise that managers try to maximize profitability through the use of professional coaches and trainers by outside consultants.