Chapter 1: The Common Challenge Among Senior Leaders

In the realm of executive leadership, particularly for those in C-suite positions, a significant challenge often goes unnoticed. It took me time to recognize this while I was the General Counsel at my S&P 500 organization. Reflecting on it now, the issue seems so clear. Yet, at that moment, it eluded my understanding. This common weakness is something many leaders experience.

My aim in addressing this matter is to empower current leaders to strengthen their capabilities in their respective roles.

So, what is this pressing concern? The reality is that senior leaders frequently lack mentors within their organizations.

Executives at the highest levels often find themselves in solitary positions. There is often no one within the company who fully comprehends the complexities they encounter. Furthermore, there’s a hesitance to seek help internally.

To illustrate this, consider my own experience as General Counsel. Many sensitive topics related to senior management and the board cannot be discussed with other legal team members due to confidentiality constraints. Unless an individual has held such responsibility, they may not grasp the weight of the issues involved.

Other executives, such as CFOs or heads of HR, face similar burdens. Just as we might struggle to appreciate the intricacies of a CFO's responsibilities, they too may not understand ours.

While our direct supervisor might be the most capable of empathizing with our challenges, there’s often reluctance to share doubts, stress, or frustrations with them. Consequently, we keep our thoughts bottled up.

Interestingly, while we may not always have a platform for sharing our challenges, we can provide support to our superiors. CEOs often find a receptive ear in General Counsels, who can relate to their frustrations.

However, this generic sympathy doesn’t provide the substantial assistance we truly need.

We do have avenues for venting our frustrations—friends, mentors, or colleagues from previous roles. While these conversations can offer temporary relief and general advice, they fall short when it comes to tackling specific, pressing issues.

The solution lies in conversing with someone who truly understands your feelings.

Some might argue that industry meetings serve this purpose, allowing C-suite leaders to connect with peers. I once held that belief too. Although these gatherings can be valuable, the interactions are typically brief and infrequent. After a couple of days, everyone returns to their busy lives, leaving little time for meaningful connection.

What’s crucial is finding someone who has not only experienced similar challenges but also has the time to focus on your specific issues when you need it most.

Chapter 2: The Role of Executive Coaching

Yes, I am talking about an executive coach. But not just any coach—look for someone with senior leadership experience who understands the decision-making processes you face. Ideally, you want a former CFO mentoring CFOs, a former Head of HR guiding HR leaders, and a former General Counsel supporting GCs.

Engaging with a coach who can provide both substantive advice and emotional support is incredibly beneficial. Instead of navigating crucial decisions in isolation, you can rely on a sounding board to help you work through the decision-making process.

Despite the clear advantages, many senior leaders hesitate to seek out executive coaching. Why is that?

There are a few key reasons:

1. It may not occur to us to look for such support;
2. We might not be aware that these resources are available; and
3. There can be embarrassment associated with asking for help.

Surprisingly, for individuals who have reached high levels of leadership, there can be a surprising amount of stubbornness.

Reaching the upper echelons of leadership usually requires a blend of independence, resilience, and skill. This independence often leads to a reluctance to seek tailored assistance.

Although executive coaches are plentiful, those specializing in C-suite roles are rare. Even more uncommon are coaches who have themselves held such high-level positions.

In closing, there’s an additional reason why senior leaders might avoid coaching, even when they recognize its potential benefits.

Many leaders are reluctant to display vulnerability. The independent, competent, yet resilient executive often refuses to take simple steps that could enhance their professional life.

It's time to challenge this mindset. Consider what advice you would give to a colleague seeking to develop their skills. Would you think less of them for utilizing available resources?

Absolutely not. In fact, one might view it as unwise to allow pride or indifference to hinder their professional growth.

Don't hinder your potential to be the best leader you can be.

Be well.

I previously published a version of this article in the ACC Docket, the global magazine for the Association of Corporate Counsel. If you found this piece insightful, I encourage you to explore more.

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