LEADERS IN EXECUTIVE COACHING

A financial sector organisation needed to find a new CEO to replace the incumbent when he retired in three years’ time. Their strong ethos of developing their people meant that they favoured an internal rather than external candidate. There were three strong contenders within the business but each was seen as needing to develop further.

The CEO took a brave step along the way by allowing the other three to take turns to run board meetings. This gave the non-execs a great opportunity to see each of the three in action.

After only six months, all four showed remarkable progress. The three contenders had grown in stature and were demonstrating a deep understanding of the business and its strategic challenges. They were starting to shape the future direction of the business. The CEO had loosened the reins considerably and was actively pursuing a number of non-executive posts.