Executive coaches, once stigmatized as a remedial measure for floundering leaders, have more recently emerged as something of a status symbol in the C-suites
In a boardroom 28 stories above Manhattan, a dozen private equity executives were sitting around a mahogany table, and once again, the chairman wouldn’t shut up.
“The coaching world is booming,” added Marshall Goldsmith, considered by many to be the godfather of the industry. He recalled working with a bank where four execs had brought in their own advisers—two of them in secret. The resulting dynamic was “acrimonious,” he said, with each leader clamoring to protect their own fiefdom.
A more typical client-coach relationship might go like this: A coach is brought in to help a leader grow or to improve a deficiency, like poor communication, bullying tendencies, or meekness. Clients might discuss anything from marital problems to substance abuse issues with their coach—any topic that could affect their job performance. “I’m gonna tell you things I can’t even tell my husband,” one coach recalled a client saying, attributing their “sacred” connection to the way he listened more intensively than her spouse.
“You’re there not to be the hero of the story. You’re there to be Yoda,” said David Nour, who founded his own coaching firm in 2002.I don’t come up with vaccines, but I coached the guy who came up with vaccines. I didn’t turn around the Ford Motor Company, but I coached the guy that did.To the contrary, Grace Ueng—herself a former executive—mixes coaching with consulting work, like helping recruit new talent, a blend she acknowledged is “unusual.
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