CEO Trainers

CEO trainers are like coaches for a cricket teams where the captain of the team has to plan his strategies after intensive interactions with the coach. Let us call the trainer as the coach. They are quite the rage in the West.

The list of CEOs who hire coaches include the who’s who of American business, including former GE CEO Jack Welch, IBM’s Sam Palmisano and eBay’s Meg Whitman. CEO coaches like Ram Charan and Marshall Goldsmith have achieved superstar status.

In recent years, executive coaching has started to make its presence felt in India as well, with country’s top honchos seeking professional help. However, there aren’t enough professionals in India who are equipped to don the garb of a CEO Coach. Sighting the opportunities, the Hyderabad-based Indian School of Business (ISB) plans to launch a study program to train CEO Coaches.

Slated to be held in August 2007, ISB’s executive coaching program will be conducted by Goldsmith, one of the world’s best known executive coaches. Goldsmith has been ranked by the Wall Street Journal as one of the world’s Top 10 executive educators.

ISB’s program will focus only on affecting behavioral change. The idea being that the behaviors that have made a leader successful may not be the same behaviors needed for future success.

Leaders who become successful can also face difficulty when they need to change and the program conductor Goldsmith will give tips to participants on methods of coaching. The program will initially start with a batch of 30 execs.

While executive coaching is seen as a fad by some, no one deny the value that comes from hiring one. The fact is that a CEO is very lonely and having someone who can share that space be realistic and provide guidance is extremely important.

In a managerial context, a coach is someone who actually process-enable rather than content-enable a manager. But at a CEO level, content becomes important. The coach had been there and lived through some of it becomes a very important part of the ability of the coach to help the CEO. So in a sense, this is really more of a kind of ‘mentor coach’ rather than a ‘coach coach’.

It is difficult to think of someone who has had less width of experience to be able to coach a CEO than someone who has a much wider experience.

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