4 Reasons Why You Might Need a CEO Coach

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You’re a CEO. You’ve reached a pinnacle of success in the business world. Why would you consider a CEO Coach

Scaling Your Business

In Business, There is No Single Pinnacle of Success – There is always a higher pinnacle to achieve. Maybe you successfully got a company off the ground. Now you need to scale it. And to scale it, you have to scale yourself. You have to improve who you are as a CEO. The CEO you are today isn’t going to be enough for the company you’re creating for tomorrow.

Maybe you successfully scaled a company. Now you need to take it to the next level. As you scale, you come to realize that scaling is a never-ending process. After you achieve that next level, there’s always another level.

Maybe you successfully got acquired or took the company public. Now you have new stakeholders to please. You may now be in charge of the division of the acquiring company. You may have public shareholders. These changes again require that you change to meet the needs of different constituencies.

Struggles with Happiness

Regardless of Where You Are, Many CEOs Aren’t Satisfied With How Their Life is Working Out – You may not like the job or at least big parts of the job. You used to have fun doing the one or two things you’re really good at. Now, you have to do a lot of things that you either aren’t very good at, or you simply don’t enjoy. It’s part of the job description, yet you don’t like the description of your job.

You may feel overwhelmed with the amount of work to get done. The list of things to do is virtually endless. Once you accomplish one set of goals, another set immediately takes its place. Sometimes it seems as if you’re not making any progress at all. 

You may feel enormous pressure to grow faster. This often comes from your board. Or it may come from expectations you have set for your employees. Or you may feel that growth is the only antidote to a competitive battle. Or you are wired to put pressure on yourself. Regardless of where it comes from, CEOs live with unrelenting pressure.

You may feel like you have no balance in your life. As you focus on growing the company, you may leave many things behind. How well are you taking care of yourself? When was the last time you really enjoyed yourself outside of work?

You may not have enough valuable personal relationships. Are your personal relationships growing? What would the people who are most important to you say about the depth of your relationship with them?

Improving Performance

No Matter Where You Are in Your Journey as a CEO, You Have an Opportunity to Improve Your Performance – You can improve the specific financial results of the company. Are you satisfied with your gross margins? EBITDA? The growth of your revenue? Do you know the right levers to pull to make the improvements you want?

You can improve the way you acquire and manage your talent. Talent acquisition and talent management are the most important parts of your job. What kind of investment have you made to ensure you have the best people, the right talent, and that everyone is performing at their highest level?

You can improve your job satisfaction by doing more of the work you truly love. The CEO’s job includes many things that just aren’t that fun. Do you have a plan to get you to a place where you are doing a lot more of what you love and a lot less of what you hate?

You can improve your health, your mindset, your relationships, and other things that just might be more important to your life. To achieve peak performance at work, you need to achieve peak performance in your life. By investing in yourself, you will perform at a higher level at work.

A CEO Coach will help you with all of these things. But that coach can only help you when you are ready to focus on improving yourself. 

Personal Growth

Why do the World’s Greatest Athletes All Have Coaches? Why Do All the Fortune 500 CEOs All Have Coaches? – Because they are committed to personal growth. To become better at anything requires that you become better as a person. It’s not just that you want to become better at (for example) driving to faster revenue growth. You need to personally grow to enable that to happen. 

Because they want to become even better. Even if you’re good, even if you’re great, you can become better. All peak performers recognize this and have coaching to help them reach peak performance.

Because they know coaching works. I was a CEO for 25 years and had a coach for 17 years. Why? Because it was a transformative experience. I watched myself improve again and again. Like compound interest, coaching kept paying dividends.

Because they want to leave their competition behind. You may feel pretty good about where you are right now, and someone out there is competing with you. They want your customers. They want your market share. They want your key employees. You can’t stop improving if you want to keep winning.

Because they know they have blind spots that only a coach can help them see. As smart as you are, as self-aware as you are, you can’t see everything. Most of our behaviors come from our past. A coach will question your behaviors and show you better ways of operating and different mindsets that will help you grow.

Contact CEO Coach Glenn Gow Today!

My name is Glenn Gow, CEO Coach. I love coaching CEOs and want to help make you an even better CEO. Let’s decide if we are a fit for each other. Schedule a time to talk with me at calendly.com/glenngow. I look forward to speaking with you soon.

TESTIMONIALS

Take Their Word For It

What Glenn’s Clients are Saying…

SUCCESS STORIES

Janice Raises Over $100M for Her Company

Janice Raises Over $100M for Her Company

As one of the founders, Janice had created the perfect solution in an exploding market. As her CEO Coach, we worked very hard to create a scalable business model that significantly accelerated revenue growth. This model included geographic expansion, the addition of new product offerings, and stickiness to create repeat business.

This triple revenue-acceleration model not only worked but it attracted the interest of growth investors.

But a growth model wasn't enough. We needed to help Janice become a better CEO. Specifically, we worked on how to manage her board, so their faith in her as the CEO grew as time went on.

For some CEOs, the board can be intimidating. At first, it was for Janice as well. We worked on how to manage the board and get the most out of the board. Ultimately, we turned the board into a strong set of advisors and advocates for Janice as the CEO.

The support and confidence of the existing board was a critical factor in enabling her to raise well over $100M in the next round, increasing the valuation by more than $600M.

Darren Raises His First $3 Million

Darren Raises His First $3 Million

My CEO client (Darren) was starting a company in a new category. He was focused on raising capital for his business and wanted help crafting his story. Darren is a brilliant CEO, yet he realized he could produce a better story with help from someone who has created successful fundraising stories many times.

When we started working together, his story was overly complex, difficult for investors to understand, and not as strong as it could have been. Together we built a story about the tremendous value the company was creating. We used historical precedent to bolster the vision and mission. We gave investors confidence in the founders. We proved that the company could scale.

Investors are pattern-matchers. They look for the patterns that tell them this opportunity is like other opportunities they’ve seen, giving them a strong belief in the potential ROI. Together, Darren and I constructed a winning story that helped key investors see the patterns of success.

According to Darren, “Glenn gave me the perspective and confidence I needed to succeed.” Darren raised $3 million for his startup company in his first round. Darren has continued to successfully raise money in later rounds as well.

Meilin Creates A Scaling Organization

Meilin Creates A Scaling Organization

Meilin was always asking, "How can I help my company grow faster?" She was successful by most measures but had higher growth ambitions.

As her CEO Coach, I helped focus her efforts and energies on an often-overlooked area for many CEOs. This area enables scaling and enables the CEO to manage their team more effectively -- values.

Most CEOs have corporate values but don't use them as the ultimate way to install a belief system - a way for every employee to focus on the most critical issues for the company.

Meilin and I worked on making the values core to the thinking and speaking of the management team. Once the management team adopted these values and started speaking about them in their regular communications, we knew that we were on our way to ensuring that every employee “lived” the values.

While values are not the only thing a company needs to grow fast, they are critical to its success. Meilin's company is now growing over 100%.

Sean Gets It All Done

Sean Gets It All Done

As CEO, Sean had no work-life balance, and he was struggling with the overwhelming responsibilities of being a CEO. One of the biggest challenges of any CEO is to get everything done. The list of critical items seems to grow every day.

As his CEO coach (and as a former CEO), I recognized the stress he was under. That level of stress is no fun. To help Sean become a better CEO, I focused him on delegation, talent development, and balance.

First, we focused on developing Sean's delegation skills. Delegation is the "8th wonder of the world." When you make it work, your workload diminishes, and the company performs at a higher level. As Sean became better at delegating, he also began to see strengths and weaknesses in his leadership team from a different perspective.

The next step was to refresh his leadership team. We created a plan to either develop the ones that could step it up and perform better or find new leadership team members for those that couldn't help the company grow.

Finally, we worked on creating a way of living for Sean that provided him some balance. I tell my CEOs to "put their oxygen mask on first." If a CEO wants to perform at the highest level, they need to take care of themselves first.

Now that Sean has a much better leadership team, he has become a master delegator. By delegating many of the activities he had taken on before, he now has much more time to take care of himself.

Sean's company has now entered a new growth phase. More importantly, he is enjoying his work a lot more and his life a lot more.

Viraj Fires His “Best” Employee

Viraj Fires His “Best” Employee

As a CEO, Viraj was focused on employee retention. He recognized the value of keeping high-performing employees and the high cost of turnover.

One of Viraj's direct reports was one of his "best" employees. This person consistently out-performed against their targets. Within their function, they were a rock star.

However, this same person was toxic to the rest of the organization. They constantly argued with others, and they made most others feel bad about themselves. Viraj found he was spending a great deal of time managing around the toxicity created by this employee.

Viraj valued this person's contributions within their function, and he also really hated the idea of employee turnover. As a result, Viraj put up with this person and continued to work around the toxicity issue.

As Viraj's CEO Coach, I helped him understand that team alignment and team cohesion are critical factors to help the company grow. We agreed that preventing employee turnover is a good goal, but not at the expense of creating a well-functioning team.

Viraj wanted to become a better CEO, and he knew what he had to do. While it was difficult, he decided to fire the person he once thought was his "best" employee.

The first thing he heard from the rest of his direct reports was, "What took you so long?"

Olivia Finds Product-Market Fit

Olivia Finds Product-Market Fit

Olivia, my CEO client, is a product genius. She is highly creative, an excellent problem-solver, and knows how to get products out the door on time.

Olivia raised a great deal of money based on her product ideas and some early successes. The challenge was that her company wasn't growing fast enough. The pressure from the investors was building, and she was worried.

Raising a lot of money early is a blessing and a curse. The curse is that Olivia delivered her product too quickly. She delivered it, making too many assumptions about the market she was serving. When the product was released, it was a good fit but not a great fit.

Olivia was concerned about the time and dollars it would take to conduct research and test product-market fit in multiple market segments. We created a partnering strategy that enabled us to test multiple new market segments in a short time.

Olivia has found multiple market segments that are a fit for the product. Now that she has achieved product-market fit, the strategy is to "go big" on the go-to-market. And her company is taking off.

Wilson Turns the Board Around

Wilson Turns the Board Around

Wilson was a first-time CEO. The company was doing well, but not quite as well as the board had hoped. Wilson found himself uncomfortable as a minority shareholder working with a board that could fire him if he didn't perform.

Wilson wanted to know how to manage a Board of Directors. The first step was to acknowledge that a board has different measures of success than the CEO. That means there will naturally be tension. The second step was to dig in to deeply understand what the key drivers are for each board member.

Based on this information, Wilson can now address his needs, the company's needs, and the board's needs. That was the first breakthrough.

Once he knew how to address the needs of the board, we turned to address his needs. As Wilson's CEO Coach, I helped him realize that the board is an incredible asset to leverage.

Wilson began to build relationships with the board members individually to understand better how they could be of service to him and the company.

When Wilson works with the board, he is fully aware of their needs and addresses them appropriately. More importantly, he now tells the board what he is doing and relies on their insight and experience for feedback on how to help the company perform at a higher level.

Wilson is no longer concerned about the board and now gets more out of them than ever before.

Darius Solved His Crisis

Darius Solved His Crisis

I got the call at 10 PM on a Thursday. Darius, a CEO client, reached out to me just as I was about to end the day. "Glenn, my Chief Revenue Officer, just resigned, and I'm not sure what to do."

Darius was running a rapidly-growing business that was highly dependent on a well-run sales organization. He had delegated sales responsibility to his Chief Revenue Officer so Darius could focus on engineering and product.

The good news is that Darius didn't relinquish oversight or reporting of sales, just sales execution. It's also true that Darius wasn't in a panic, and we had worked on a plan for the departure of each of his direct reports.

At the moment, though, Darius and I needed to review that plan to ensure it was our best option. We checked whether or not the interim head of sales could genuinely step into the role. We discussed which accounts Darius should immediately nurture relationships with. We agreed that the recruiter we would need was still the right recruiter.

We quickly put together a communication plan on how to bring this news to the leadership team and the rest of the company. We worked on the exact next steps to interact with the interim head of sales, the director of sales operations, and HR.

Darius felt he didn't know what to do, but in actuality, he did. We had prepared for this, and he just needed to talk it through in the heat of the moment so he could execute against the plan immediately.

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