CEO & Executive Coaching Benefits for Mental Health

Mental health and relevant words in circle form

As a CEO, you will deal with many struggles. Underlying some of these struggles are the very way you deal with the challenges you face. These challenges are harder to overcome when they impact your mental health. It’s common for CEOs to struggle with mental health issues. You are not alone.

Why Mental Health Matters for CEOs

While mental health is a personal issue, it can have a massive impact on your ability to successfully lead a company.

There are many reasons why mental health matters for CEOs. For one, you are under tremendous pressure to perform. This pressure can take a toll, leading to burnout and greatly reduced performance. CEO burnout is particularly prevalent when the macroeconomic environment is not helpful.

Your performance is impacted by your mental health in many ways, including your decision-making, your leadership abilities, your energy levels and many more. For example, if you struggle with a mental health issue, making good decisions is almost impossible. You may panic or worry about the wrong issues. 

Also, your role is very demanding and requires significant energy, which is often significantly drained from a mental health challenge. Instead of relying only on yourself for your energy, a coach can help you find more balance and design your role to create more energy, rather than drain energy.

You are responsible for setting the tone for your entire company. If you’re struggling with their mental health, it can create a negative tone that permeates the organization; when the CEO’s constituents feel a negative tone, that usually has a negative effect on how they view the company and the CEO. The CEO is always in the spotlight. Investors, customers, and employees expect the CEO to be performing at their best. This only adds to the pressure to manage any mental health challenges.

For some CEOs, one of the scariest situations is with their board. Most CEOs want to hide any mental health issues from the board. While the board may not notice what is creating below-par performance, they will be very concerned when the company isn’t meeting its targets.

Fortunately, you can get help to improve your mental health. One of the most effective is coaching. A coach will identify your strengths and weaknesses so you will learn how to better cope when you find yourself in situations where you feel you’re in over your head. They can also provide guidance on developing a support network and creating a plan for dealing with difficult situations. 

Benefits of Coaching and Mentoring for CEOs & Executives

Mental health coaching is a process of partnering with a coach to achieve specific mental health goals. The coach provides support, guidance, and accountability to help the CEO stay on track. Their coaching processes can have many benefits, including:

Improved Mental Health 

Coaching will enable you to feel better about yourself and the business. Not only does this create better results, but it also helps the CEO actually enjoy the journey they are on. Any improvement in a CEO’s mental health will help the CEO perform better for the company and for themselves.

Increased Productivity 

By improving their mental health, CEOs can increase their productivity and performance. When a CEO feels better about their personal and professional situation, they perform at a higher level. Employees will notice increased productivity and are more likely to perform at a higher level themselves.

Better Leadership Skills 

Coaching can also help CEOs improve their leadership skills. They’ll learn how to set a positive tone for their company and create a culture of wellness. How the CEO acts is part of the culture of the company. If a CEO feels enormous pressure, they can safely assume others in the organization feel it as well, and they can lead from that understanding. 

How Your Mental Health Can Affect Your Entire Company

As a CEO, everything you do has a ripple effect throughout the entire company. What you say and how you say it is noticed by everyone. If you’re struggling, it can set a negative tone that permeates the organization. This will lead to increased absenteeism, lower productivity, and even legal problems.

It’s important to be honest with yourself (and your CEO coach) and get the help you need. Here are a few ways your mental health can affect your entire company:

  1. absenteeism
  2. lower productivity
  3. legal problems
  4. higher turnover rates
  5. difficulty attracting and retaining talent
  6. decreased customer satisfaction
  7. reputational damage

Fortunately, one highly-effective way to address your mental health issue is through coaching. An experienced CEO coach will put themselves in your shoes and empathize with what is happening in your life right now. They will help you get through it because they’ve been there before.

How Executive & CEO Coaching Can Boost Your Mental Health

A CEO coach can help you when you are dealing with your biggest challenges. You may feel down. You may be worried about yourself. You may feel the weight of the entire company upon your shoulders. It is no doubt tough being a CEO or executive, but it is also one of the most rewarding jobs around. An executive or CEO coach can help you find balance in your life and improve your performance in your job.

A good CEO coach will have experience with both performance and leadership coaching. They will create a specific plan for what you need right now. This plan will help you manage stress, anxiety, and depression. The coach will also help you develop coping mechanisms for when times are tough.

Further, a great CEO coach will be there for you when you need it most. Sometimes you just need someone to talk to at the moment. A CEO coach can help you when you are struggling the most.

A CEO coach can make a big difference in your life. If you’re struggling to cope with the challenges of being a CEO, consider seeking out a coach who can help you find balance and improve your performance in your business and your life. 

Contact an Experienced CEO Coach

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 I look forward to speaking with you soon.


Take Their Word For It

What Glenn’s Clients are Saying…


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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