Top 7 Qualities of a Great CEO Coach

What makes up a great CEO Coach? Here are the 7 qualities you should know before deciding on which coach is best for you.

Top 7 Qualities of a Great CEO Coach Graphic

Helping You Raise Money

Whether you are a privately-held company or a public company, you will almost certainly benefit from external capital. Personally, I’ve worked with public company CEOs who greatly benefitted from raising funds. Virtually all private companies can benefit from gaining access to capital. 

Regardless if it’s a LOC, a loan, a warrant, a SAFE, or a priced round of equity, a great CEO Coach will help you get the money you need. 

A great CEO coach will help you get the bank loan you need and help you raise what you need in a single round. Regardless of the amount and regardless of the source, the right CEO Coach will help you construct the story that will bring the money across the finish line.

“His advice helped me raise $3 million. Thank you for all your guidance and coaching … it really made a difference.” – Darren Marble, co-CEO, Crush Capital

Helping You Scale Faster

All CEOs want to scale. All CEOs that I work with want to scale faster. It’s one of the key reasons they hire me. 

Roughly 60% of CEOs lose their jobs because they can’t scale fast enough. For a CEO to scale faster, they need to scale themselves faster. 

What does it mean for a CEO to scale themselves faster?

The CEO brings some key skills to the role. They are often very good at one or two functions. But to scale, that’s not good enough. A CEO that wants to scale themselves has to develop skills far beyond the ones that got them there. 

For example, a CEO may be an expert in product management. However, they need to develop skills in areas where they aren’t yet competent. They need to become competent in sales, engineering, finance, HR, manufacturing, partnerships, fundraising, managing the investors and the board, building great teams, developing culture, leading a growth organization, etc.

As a CEO, you shouldn’t say “I’m going to ignore function X because I don’t like it.”

The right CEO Coach will help you become good enough at each of these areas so you can scale.

Helping You Deal with the Massive Responsibilities of being the CEO

All CEOs become overwhelmed at one point or another. The buck stops with the CEO. In many cases, their job may be at stake. 

They feel the pressure.

A great CEO Coach will work with you to refine your mission, vision, and culture. They will help you determine the most important objectives for success. Then they will help you develop a management process to align the entire organization around only the most important things to accomplish.

Once a CEO focuses on the most important issues, their plate starts to clear. Part of this process is declaring what you and the company are not going to focus on. Once a CEO aligns the company, they can do the same thing for themselves personally. 

It’s amazing what you can accomplish once you get focused.

Helping You Manage Your Most Challenging Direct Reports

CEOs generally have 5 to 7 direct reports. Of those, I can guarantee that one or two of them are difficult to manage.

The greatest challenge of being a CEO is managing other people. This is especially true when those other people are difficult to deal with. 

The classic example is that one direct report is very, very good at its function. They deliver fantastic results consistently. Yet, they can piss people off. Sometimes they don’t play well with others. They can bring down the performance of the team. They can set a bad example for the culture you want to create.

Invariably, the CEO wants to keep this person because of their individual performance. In rare circumstances, this person can be coached into changing. In most cases, the CEO will need to terminate this individual. We hope that they will change, but they usually don’t. 

I help CEOs decide quickly which path to take and I help the execute against the best path immediately.

Helping Refine Your Product Market Fit

The single biggest challenge companies face is achieving product-market fit. Without it, they don’t have a chance to succeed.

But wait. It’s not that simple.

If you have it, you know it because prospects want to rip your solution from your hands. Selling isn’t the issue, scaling is the issue.

But what happens when you haven’t yet achieved this magical product-market fit? What do you do? Do you have the wrong product? Do you have the wrong market? Both?

How do you find a better product-market fit with the limited resources you have? It’s imperative to find it and to find it quickly.

A great CEO Coach will help you make the decisions that will get you there as quickly as possible.

Helping You Work with Your Board of Directors

Most CEOs have a board of directors to whom they report. Most CEOs do a poor job managing that set of relationships. 

Even if the board is made up of minority shareholders, they have tremendous power. Even if you and your founders are the majority shareholders, you can lose in a board fight. Unfortunately, this happens more than you might think. 

For example, imagine you and your founders hold 51% of the company and the investors on the board hold 49%. You are managing the company somewhat satisfactorily, but you aren’t hitting it out of the park. Now, it’s time to raise your next round of capital.

At that moment, your investors can insist that in order for them to continue to support the company, they need a new CEO. That’s the downside. 

But CEOs rarely know how to get the most out of even a fully supportive board. A great CEO Coach will help you get the most out of your board.

Walking You Through Your Crises

Any CEO can and will face crises. Oftentimes it has nothing to do with how good you are as a CEO. Most of the time crises occur when things you can’t control happen. 

The test of the right CEO Coach is how well they can support you in the moment of crisis. 

A CEO called to say “My Chief Revenue Officer just resigned and I don’t know what to do.” In this particular case, the person who was resigning had an out-sized impact on the current success of the company. 

If you faced this situation, you’ll need to come up with a plan. You’ll want to discuss what to do about customer relationships, team morale, organizational structure, interim sales management, and the current pipeline. You’ll need to do this quickly because of the critical role this person played in the company.

Armed with that plan, you will be able to move quickly to address this current crisis confidently. 

A great CEO Coach will be there for you when you need them most.

Let’s See if I’m the Right CEO Coach for You

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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