Coaching executives to make better decisions, work better with teams, and clarify goals and values can have a profound impact on a business as a whole. Not only are relationships improved overall, but the impact can be measured financially as well. There is an important balance between a strictly business approach where coaching objectives must align with organizational and business goals, and coaching the executive as an individual, respecting his or her strengths and developing unique potential.

Virtuoso performers and top athletes know that “good” isn’t good enough. They look to coaches to help them reach increasingly high levels of excellence. The same holds true for global corporate leaders. They provide coaching to executives because they know it has the power to transform leaders, teams, and entire organizations from good to great. Coaching enhances a company’s performance by strengthening the essential competitive advantage: executive talent. Quantum Achievement’s key to success is based on improving executive performance by building leadership strengths that complement the company’s business objectives.

The top 9 reasons why Executives and Manager fail:

  1. Poor interpersonal skills
  2. Inability to change
  3. Preoccupation with turf and self protection
  4. Fear of Making decisions and taking action
  5. Lack of resilience and ability to rebound from hurt feelings ie: hurt feelings. Professional disappointment’s, failures etc..
  6. Defensiveness
  7. Arrogance
  8. Quantity and Quality of output
  9. Use of resources

Common themes we encounter are:

  • Executives who are technically brilliant, but want to improve the bottom line by developing their “soft” skills
  • An Executives is making their numbers but lacks people skills and is frustrated about their lack of influence and impact
  • Strong executives who want to become more deliberate leaders
  • Executives who seek to convert business challenges into opportunities
  • Executives who want to stay sharp and focused, and request accountability and “maintenance” support
  • A recently promoted CEO lacks executive presence
  • An executive needs to lead with more confidence, especially in the face of ambiguity and the rapid pace of change
  • An executive is expected to spend more time coaching and inspiring direct reports
  • Executives don’t recognize their impact on others
  • Executives are micromanaging their direct reports and are not empowering their team