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TROUBLESHOOTER: HERE’S MY OPINION

The chair of an organisation feels her CEO is not responding to coaching. The coach, against protocol, gives advice to both, which is followed. Wrong move? The issue Mary is an executive coach working with a CEO who is under pressure from the supervisory board of her company. Mary has had a triangular meeting at the start of the work with the CEO and the chair. Another one has been planned after five sessions. Two days before this second meeting Mary receives a phone call from the chair, who is almost apologetic: “The CEO is still not addressing the issues […]

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TROUBLESHOOTER: EVERY MOVE YOU MAKE

Two members of a leadership team are concerned about the stuckness of their organisation. So why is their CEO continually shutting down their concerns? The Issue Stephen and Jane are well-respected members of the leadership team of a public sector organisation in the UK. They’re in agreement that their organisation, while generally regarded as operating well, has stopped ‘moving forward’. In particular, they feel the management group at both senior and middle levels needs further investment in their leadership skills, and support in becoming more adaptive, for example. The chief executive (Karen) is someone they both respect deeply. However, their […]

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HOW TO… COACH THE BOARD

Directors and CEOs in highly regulated environments are under intense pressure to succeed. Specialised coaching is required at board level for a productive relationship By Judith Nicol While the broad objective of improving effectiveness may be the same, coaching the board, as individuals or collectively, is different from working with executives further down the management hierarchy. For a start, board members in today’s business environment are arguably under more pressure than many other executives, especially if the organisation operates in a regulated sector. We demand ever higher levels of governance, transparency and accountability from boards, played out in a 24/7 […]

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TROUBLESHOOTER: WHO’S DRIVING THIS?

A multinational has lost its CEO and CHRO, denting company morale. With a new CEO in place and restructuring imminent, where should it look for a CHRO? The Issue The chief human resources officer (CHRO), who had worked very closely with the former and recently departed CEO at a large multinational, has also left the business unexpectedly. Her departure has not only left a vacuum at the top, but has come as a surprise to other employees in the business, and other stakeholders. Morale and employee engagement are low, fear and uncertainty about the future are rife. Although a new […]

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