At Satori, we constantly research why executives and business leaders derail and loose their positions. Why do so many bright and talented executives go `off-track’, and loose their jobs? Could measures be introduced to prevent this from happening? Are there themes that have emerged in early life that are a contributing factor which relate to a lack of emotional intelligence?
Charan & Colvin (1999) state that Chief Executives in this country have a limited life span of approximately four years, whilst their counter parts in the United States of America (USA) last a year longer. This figure appears to be endorsed by Hogan & Curphy (1994) who state that sixty per cent of all CEO’s fail in terms of meeting their objectives. Leslie, (1999) states that executive relationships are at the heart of the problem, and that this is caused by a lack of emotional intelligence and interpersonal relationships. Furthermore, that these problems become worse as the executive climbs higher in organisational life, until of course, their organisation forces them to leave. There is little doubt however, that this may well be true. Nevertheless, there are other factors which cause business leaders to go `off-track’.
Finkelstein 2003 in one of the largest areas of management research undertaken describes four destructive failures: failed executive mindsets that throw of a company perception of reality, delusional attitudes that keep the inaccurate reality in place, breakdowns in the systems that fail to handle potentially urgent information and leadership qualities that keep a companies executive from correcting their course. Coaching can be central to correcting all these issues. However, as the coaching industry grows, coaching relationships need to become more holistic and integrated with many key considerations that involve key stakeholder involvement (On-boarding).
Did the `derailment/s’ originate during early family life? Could effective change be brought about by self awareness and the appropriate psychometric tool? Frankel (2004) links many themes that have originated during early life such as the verbally abusive father that leaves the coachee with a low tolerance for confrontation in the business world? Does the coachee have a high task orientation caused by a lack of emotional communication during family life, it is important that such themes are identified. Does the coachee have a leadership style that is in-congruent with the organisations mission, culture and values, was the Board responsible for this? In short, Boards `reap’ what they sow, Harvard Business Review (2000). It is important that these many faceted considerations are addressed. Is there a need for a retrospective 360 degree feedback? Is the HR director fully engaged? Has he/she appointed an appropriate mentor as well as a qualified and experienced coach? Has the coaching contract been set to cover the eighteen month period when executives are at danger? It is important that these considerations, along with many more, are evaluated as part of the coaching process. At Satori Business and executive Coaching, they will!