Who Needs a Coach?

Sunday’s New York Times “Corner Office” feature included an interview with Jane Eggers, the CEO of a custom T-shirt company with offices in Germany and Boston.

The articles are usually pretty predictable and can’t help but leave the subject looking a bit self-satisfied. Only the very best have a realistic view of their own strengths and weaknesses, a key component of emotional intelligence.  They offer a glimpse into how the CEO’s see themselves which probably leaves most of their employees smirking.

Last week, after the usual questions the interviewer asked what is the toughest part of the job and Ms Eggers noted that it was the loneliness. Not having anyone to bounce ideas off. Board members don’t really wan t to know and telling employees will only start rumors.

For many CEO’s the answer is coaching. That is exactly the reason many companies employ coaches for their top level managers. Coaches act like a mirror and while we may not have all the answers, we don’t have a stake in the business, so we can realistically help a CEO ponder the alternatives and at least ask the right questions.

That’s what coaches do. Maybe I’ll write Ms Eggers a note, it sounds like she could use some help.

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