A Coach is a Must at the Top
Thursday, August 19th, 2010
A Coach is a must at the top is the extract form the Sunday Times reviewing the book written by Steve Tappin & Andrew Cave called “The NEW Secrets of CEOs”
The book looks at what it is really like to be an CEO and tells us what life is really like at the top and reveals the views of heads of global businesses as diverse as GE International, NASCAR, China Mobile and Unilever.
One quote from Richard Baker, former CEO of Alliance Books “It is extraordinary to think you can be excellent at something without a coach, the notion that Roger Federer would not have several coaches is ridiculous. One of the best things to happen to me was to get a coach. when the waves were breaking over me, I got a coach. Within 10 minutes, he had correctly identified the one thing I needed to do. As CEO, the idea you can do it on your own is extraordinarily arrogant”
As a coach, you would expect me to be biased towards the benefits a coach can give high level executives. The analogy that Richard Baker gives about Roger Federer using a coach is a good one. The coach isn’t about telling you what to do, the very fact that that the CEO is in the position they are, there must be something about them. Roger Federer knows his game, the coach will challenge, question, encourage, and hold them accountable.
A perfect illustration of this is given by Lord Davies, at Standard Chartered who used a management coach, “I got someone who catalogued how I spent my time and went through my diaries and measured my progress on a 360-degree basis. It was brutal, but I am a great believer in courageous conversation. I don’t think I agreed with him; I was allowed to argue.”
The key thing here is that how Lord Davies didn’t always agree with his coach. This is good, the last thing you want from your coach is someone who is going to tell what you want to hear, or worse still be your yes person.
One of the common things that come out of the work I do, is how managers and leaders want some kind of behaviour or attitude change from their staff, that they feel would benefit the company. One of the ways I do this is through an Amnesty meeting. Before the meeting I have a few sessions with the leader/s to really establish what kind of changes they are looking for from the team. Before I talk to the staff, we would go through a number of things that the leaders CAN do that would facilitate these changes. In isolation these could be quite small, however it is amazing the changes that the leaders can make, both in their behaviour and attitude, the very same they are looking for from their staff , that can start to take effect in the company, even before the amnesty meeting takes place.
The rules of engagement of the Amnesty meeting are as follows
- Everything you say must be within the rules of professional integrity
- Anything you say must serve the company in some way
- Only ask for things you want changing where you are prepared to take the first action
- Each person is committed to hold each other accountable to the actions agreed, irrespective of position held
The individuals can say anything in the meeting and it will not be used against them outside the meeting. Theses rules however, ensure that everybody knows the pupose of the meeting and allows everybody to take something away from the meeting they would find useful.
So a Coach is a Must both from the point of view of getting the best out of the leaders and staff in a company.



1. Average person spent five and a half hours on social media sites in December 2009, up 82 percent from December 2008. AC NIELSEN


d I must say, I learnt a lot. However I made a commitment to myself that I wouldn’t go to another until I followed up on my commitments I made and take MASSIVE ACTION around my goals.



