challenge CEOs to approach the priority or initiative in innovative
ways. The desired outcome is enhanced leadership effectiveness in
the context of a successful change initiative.
- To enhance a specific domain of expertise.This form of coach-
ing provides access to expertise and insights in specific areas of
operations (such as financial acumen and strategy execution).
CEOs often access the best resources in the world to support them
in such domains. Learning in this context is “just in time” and is
carefully framed so as to maximize time and performance. CEOs
can be ruthless about what they need to learn and what is not use-
ful to them. - To enhance their leadership effectiveness. This typically
involves coaching that focuses on building specific competencies
and changing behaviors (such as managing specific relationships
more effectively). This form of coaching focuses on achieving
specific and measurable results (that can be observed by others).
CEOs Learn from Mentors
CEOs seek out mentors to support their learning and development.
In this context, mentors are role models or “wise people.” They
learn by observing other leaders (for example, by joining the board
of another organization to observe the CEO in action). They use
mentors as sounding boards for decisions (such as regarding their
careers) and to share their assessments, moods, and dilemmas. The
trust and respect with which they regard these people enables them
to share personal issues as well.
CEOs Learn from Their Peers
Because of their relative isolation at the helm of their organiza-
tions, CEOs mostly connect with their peers in informal or social
settings. Some belong to small groups that meet a few times a year
to share knowledge and insights and to discuss issues common to
the industry, business, and CEOs. They also look for opportunities
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