Cgri Survey 2013 Executive Coaching PDF

2013 E XECUTIVE COACHING SURVE Y
TA B L E O F C O N T E N T S
Executive Summary: Key Findings 1
Survey Questions 2
Respondent Profile 7
About the Authors 9
About the Sponsors 10
Contact Information 11
2013 Executive Coaching Survey 1
Executive Summary: Key Findings
Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Advice – But Nearly All Want It
“Lonely at the top” resonates for most CEOs • Coaching “progress” is largely kept private – More than 60%
of CEOs responded that the progress they are making in their
Nearly two-thirds of CEOs do not receive coaching or leadership coaching sessions is kept between themselves and their coach;
advice from outside consultants or coaches, and almost half of only a third said that this information is shared with the board
senior executives are not receiving any either. of directors. “But as coaching is starting to lose its ‘stigma,’
“What’s interesting is that nearly 100% of CEOs in the survey more of this secrecy is being removed,” says Mr. Miles.
responded that they actually enjoy the process of receiving “Although much of the coaching discussion should be treated
coaching and leadership advice, so there is real opportunity for confidentially,” Professor Larcker adds, “keeping the board
companies to fill in that gap,” says David F. Larcker, James Irvin informed of progress can improve CEO/board relations.”
Miller Professor of Accounting and Morgan Stanley director of the • How to handle conflict ranks as highest area of concern for
Center for Leadership Development and Research at the Stanford CEOs – When asked which is the biggest area for their own
Graduate School of Business, who led the research team. personal development, nearly 43% of CEOs rated “conflict
“Given how vitally important it is for the CEO to be getting the management skills” the highest. “How to manage effectively
best possible counsel, independent of their board, in order to through conflict is clearly one of the top priorities for CEOs, as
maintain the health of the corporation, it’s concerning that so they are juggling multiple constituencies every day,” says Mr.
many of them are ‘going it alone,’” says Stephen Miles, CEO of Miles. “When you are in the CEO role, most things that come
The Miles Group. “Even the best-of-the-best CEOs have their blind to your desk only get there because there is a difficult decision
spots and can dramatically improve their performance with an to be made – which often has some level of conflict associated
outside perspective weighing in.” with it. ‘Stakeholder overload’ is a real burden for today’s CEO,
who must deftly learn how to negotiate often conflicting agendas.”
More than 200 CEOs, board directors, and senior executives of
North American public and private companies were polled in the • Boards eager for CEOs to improve talent development – The
2013 Executive Coaching Survey. The research studied what kind top two areas board directors say their CEOs need to work on
of leadership advice CEOs and their top executives are — are “mentoring skills/developing internal talent” and “sharing
and aren’t — receiving, and the skills that are being targeted for leadership/delegation skills.” “The high ranking of these
improvement. areas among board respondents shows a real recognition of
the importance of the talent bench,” says Professor Larcker.
Key findings from the survey include: “Boards are placing a keener focus on succession planning
• Shortage of advice at the top – Nearly 66% of CEOs do and development, and are challenging their CEOs to keep this
not receive coaching or leadership advice from outside front and center. However, there is still a long way to go in the
consultants or coaches, while 100% of them stated that they area of succession for most companies, especially as you get
are receptive to making changes based on feedback. Nearly further down the reporting structure.”
80% of directors said that their CEO is receptive to coaching. • Top areas that CEOs use coaching to improve: sharing
“If CEOs are willing to be coached and make changes based leadership/delegation, conflict management, team building,
on coaching, it stands to reason that companies and boards and mentoring. Bottom of the list: motivational skills,
should make this happen,” says Professor Larcker. compassion/empathy, and persuasion skills. “A lot of people
• CEOs are the ones looking to be coached – When asked steer away from coaching some of the less tangible skills
“Whose decision was it for you to receive coaching?” 78% of because they are uncomfortable with touching on these areas
CEOs said it was their own idea. Twenty-one percent said that or really don’t have the capability to do it,” says Mr. Miles.
coaching was the board chairman’s idea. Mr. Miles sees this “These skills are more nuanced and actually more difficult to
as a positive trend: “Becoming CEO doesn’t mean that you coach because many people are more sensitive about these
suddenly have all the answers, and these top executives realize areas. However, when combined with the ‘harder’ skills,
that there is room for growth for everyone. We are moving improving a CEO’s ability to motivate and inspire can really
away from coaching being perceived as ‘remedial’ to where make a difference in his or her overall effectiveness.”
it should be something that improves performance, similar to
how elite athletes use a coach.”
Survey Questions
1. Do you receive coaching or leadership advice from outside 3. Is the board of directors updated on the progress of your
consultants or coaches?* coaching?
CEOs Senior Executives CEOs Senior Executives

Percentage Percentage
34.3 36.2
51.4 25.7
Yes Yes
65.7 63.8
48.6 74.3
No No, this information is kept between myself and my coach
2. Whose decision was it for you to receive coaching? 4. What leadership skills or behaviors are you currently
(select all that apply) working to develop? What are the biggest areas for your
personal development? (select all that apply).
CEOs Senior Executives
Percentage CEOs Directors
78.7 Sharing leadership / delegation skills Percentage

68.4
Own idea 37.2
CEO is working on
26.3
Boss/CEO* 35.7
22.0
21.3 CEOs or Directors believe that this skill needs development
2.6
Chairman
Conflict management skills Percentage
19.1
27.9
34.2 CEO is working on
Other
42.9
18.3
CEOs or Directors believe that this skill needs development
* Combines information provided by both CEOs and Directors.

4. What leadership skills or behaviors are you currently Interpersonal skills Percentage
working to develop? What are the biggest areas for your
personal development? (Select all that apply.) (continued) 14
CEO is working on
CEOs Directors
14.3
Team building skills Percentage 13.4

23.3
CEO is working on
Decision making skills Percentage
17.9
9.3
13.4
CEO is working on
17.9
Mentoring skills / developing internal talent Percentage 11.0

23.3
CEO is working on
Persuasion skills Percentage
21.4
9.3
24.4
CEO is working on
14.3
Listening skills Percentage 11.0

20.9
CEO is working on
Motivational skills Percentage
32.1
7
20.7
CEO is working on
10.7
Planning skills Percentage 7.3

18.6
CEO is working on
Compassion / empathy Percentage
25
7
14.6
CEO is working on
17.9
Communication skills Percentage 12.2

18.6
CEO is working on
32.1
11.0
5. What leadership skills or behaviors are you currently Decision making skills Percentage
working to develop? What are the biggest areas for your
personal development? (Select all that apply.) 15.8
Senior Executive is working on
Senior Executives
26.3
Senior Executives believe that this skill needs development
Communication skills Percentage
21.1
Motivational skills Percentage
15.8
10.5
13.2
Conflict management skills Percentage
21.1
Compassion / empathy Percentage
15.8
34.2
18.4
Planning skills Percentage
18.4
Listening skills Percentage
13.2
21.1
18.4
Sharing leadership / delegation skills Percentage
18.4
Interpersonal skills Percentage
13.2
10.5
7.9
Team building skills Percentage
18.4
Persuasion skills Percentage
10.5
7.9
15.8
Mentoring skills / developing internal talent Percentage
18.4
10.5
6. How receptive are you to making changes in leadership 7. Do you agree with the following statement: “I enjoy the
style in response to the feedback and coaching that you process of receiving coaching and leadership advice”?
receive?
CEOs Directors Senior Executives Percentage
57.1
Very receptive Percentage
51.4
Strongly agree
42.9
21.1 39.3
CEO is very receptive*
42.9
Agree
51.4
Senior Executive is very receptive
3.6
5.7
Receptive Percentage Neither agree nor disagree
57.1
8. Do you agree with the following statement: “I dislike coaching
57.9 and only do this because the board wants me to do it”?
CEO is receptive
40.0 Percentage
Senior Executive is receptive
0
5.7
Neither receptive nor unreceptive Percentage
Strongly agree
10.5
3.6
CEO is neither receptive nor unreceptive
0
8.6 Agree
Senior Executive is neither receptive nor unreceptive
0
2.9
Unreceptive Percentage Neither agree nor disagree
5.3 21.4
0 31.4
CEO is unreceptive Disagree
75.0
Very unreceptive Percentage
60.0
Strongly Disagree
5.3
0
CEO is very uneceptive
* Asked of CEOs only.

9. Apart from the coaching and leadership advice that 10. How useful is this informal advice?
you receive from a formal advisor, do members of the
board of directors provide you with informal coaching or
Percentage
leadership advice?*
CEOs Senior Executives 38.9

Percentage 47.6
Very useful
78.3
55.6
60
Yes 52.4
Useful
21.7
0
40
No 0
Neither useful nor useless
0
Useless
5.6
0
Very useless
Respondent Profile
Methodology: Survey conducted in February and March 2013. 9.4

Respondents were asked to consider each question from the Other
standpoint of the corporation they are most closely associated
with. Respondents were screened to include only CEOs, senior
executives and nonexecutive directors. What is the revenue for the company that you are most closely
identified with?
Total Number of Survey Respondents = 203 Percentage
Note: Percentages may be rounded to achieve 100.0 percent
46.9
Demographic Data: Total Population – CEOs, Senior Executives, <$500 million
and Directors
13.3
$500 million to $1 billion
What is your primary professional background?
Percentage 17.2
$1 billion to $5 billion
38.4
General corporate executive background 5.9
$5 billion to 10 billion
3.0
Academia / Government service 4.9
$10 billion to $20 billion
3.0
Accounting or auditing 11.8
>$20 billion
1.5
Commercial banking
What is the industrial sector for the company that you are most
5.9 closely identified with?
Consulting
Percentage
8.4
Engineering 9.9
Business Services
13.8
Finance 2.5
Chemicals
4.9
Investment management 3.0
Commercial Banking
5.4
Law .5
Commodities
6.4
Technology 6.9
Communications
* Combines information provided by both CEOs and Directors.

Age
10.7
Percentage
Computer Services
6.4
10.7
31 to 40
Electronics
26.0
5.4
41 to 50
Energy
40.2
9.4
51 to 60
Financial Services (other than commercial banking)
22.5
6.4
61 to 70
Food and Tobacco
4.9
3.0
>70
Industrial and Transportation Equipment
3.0
Insurance Respondent: Director or CEO
Percentage
9.9
Other Manufacturing 33.2
CEO
12.2
Other Services 32.8
Senior Executive
2.0
Retail Trade 34.0
Outside Director
1.0
Transportation
2.0
Utilities
1.5
Wholesale Trade
Gender
Percentage
81.3
Male
18.7
Female
About the Authors
David F. Larcker Stephen Miles

David F. Larcker is James Irvin Miller Stephen Miles is the founder and chief
Professor of Accounting at the Graduate executive officer of The Miles Group.
School of Business of Stanford University Previously, he was a vice chairman at
and professor at the Stanford Law School Heidrick & Struggles and ran Leadership
(courtesy). He was previously the Ernst & Advisory Services. With more than 15
Young Professor of Accounting at the years of experience in assessment,
Wharton School of the University of executive coaching, top-level succession
Pennsylvania and Professor of Accounting planning, organizational effectiveness and
and Information Systems at the J. L. strategy consulting, Stephen specializes in
Kellogg Graduate School of Management CEO succession and has partnered with
at Northwestern University. He received bachelor’s and master’s numerous boards of global Fortune 500 companies to ensure that
degrees in engineering from the University of Missouri – Rolla and a successful leadership selection and transition occurs. He has
a doctorate in business from the University of Kansas. also led many chairman successions and board effectiveness
reviews, partnering with boards of directors to help them with
David is senior faculty at the Stanford Rock Center for Corporate
their overall effectiveness, committee effectiveness and individual
Governance and Morgan Stanley Director of the Center for
director effectiveness.
Leadership Development and Research. He is also a trustee of the
Wells Fargo Advantage Funds. Stephen is a recognized expert on the role of the chief operating
officer, and has consulted numerous companies on the
David has published many articles and book chapters on
establishment and the effectiveness of the position and supporting
topics such as executive compensation, corporate governance,
the transition from COO to effective CEO. He is a coach to many
measurement of intangible assets, and strategic business models.
CEOs and COOs around the world, and his clients cut across all
He received the Notable Contribution to Management Accounting
industry sectors.
Literature Award in 2001. He is the coauthor of A Real Look at
Real World Corporate Governance and Corporate Governance Stephen and his CEO advisory services were profiled in the
Matters. In 2012, he was named to the NACD Directorship Bloomberg BusinessWeek article “The Rising Star of CEO
100 as one of the most influential people in the boardroom and Consulting.”Prior to The Miles Group and Heidrick & Struggles,
corporate governance community. He has served as a consultant Stephen held various positions at Andersen Consulting.
to numerous organizations on corporate governance and design of
Stephen is author and co-editor of the best-selling business book
executive compensation contracts.
Leaders Talk Leadership. He also co-authored Riding Shotgun: The
Email: dlarcker@stanford.edu Role of the Chief Operating Officer, as well as the cover article in the
May 2006 issue of Harvard Business Review on the same topic.
Brian Tayan Email: smiles@miles-group.com
Brian Tayan is a member of the Center for Leadership
Development and Research at the Stanford Graduate School of Michelle E. Gutman
Business. He has written broadly on the subject of corporate
Michelle E. Gutman, associate researcher, is a member of
governance, including the boards of directors, succession
the Center for Leadership Development and Research at the
planning, compensation, financial accounting, and shareholder
Stanford Graduate School of Business, and at the Rock Center
relations. Tayan is co-author of A Real Look at Real World
for Corporate Governance at Stanford University. She is a
Corporate Governance and Corporate Governance Matters.
founder and advisor to Stanford Women on Boards, an initiative
to increase the representation of outstanding Stanford-affiliated
women on fiduciary boards of directors. Michelle has extensive
global experience in accounting, internal audit, and financial
management. Follow Stanford twitter feeds: @StanfordCorpGov &
@StnfrdLeadrship for research news.
About the Sponsors
About Stanford Graduate School of Business, Center About The Miles Group
for Leadership Development and Research The Miles Group develops talent strategies for organizations,
The Center for Leadership Development and Research mission is teams, and individuals — focusing on high-performance,
to advance the intellectual understanding of corporate governance world-class leadership. Headquartered in New York, The Miles
and executive leadership by engaging academics, regulators, Group advises top global corporations through CEO succession,
practitioners and professionals, bridging the gap between theory executive transitions, board assessment and training, and talent
and practice. We aim to strengthen governance and leadership development. The firm’s coaching and advisory services enable
as independent areas of teaching and scholarship in business leaders to raise the bar on their own performance, as well as
schools worldwide and to generate new insights into fundamental create an environment for success throughout the organization.
“big issues.”
About Stanford University’s Rock Center

For Corporate Governance
The Arthur and Toni Rembe Rock Center for Corporate
Governance is a joint initiative of Stanford Law School and the
Stanford Graduate School of Business, created with the idea
that advances in the understanding and practice of corporate
governance are most likely to occur in a cross-disciplinary
environment where leading academics, business leaders, policy
makers, practitioners and regulators can meet and work together.
The Rock Center’s goal is to conduct research and tap this wealth
of expertise to advance the practice and study of corporate
governance. The Rock Center works closely with the Center for
Leadership Development and Research.
Contact Information
For more information on this report, please contact: Rock Center for Corporate Governance at Stanford:
Katie Pandes, Stanford Graduate School of Business http://rockcenter.law.stanford.edu/
Phone: 650-724-9152
Email: pandes _ katie@gsb.stanford.edu
The Miles Group:
http://miles-group.com/
Stanford GSB Center for Leadership Development
and Research:
http://www.gsb.stanford.edu/cldr/

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2013 E XECUTIVE COACHING SURVE Y

Executive Summary: Key Findings 1

About the Authors 9

About the Sponsors 10

Executive Summary: Key Findings

CEOs Senior Executives CEOs Senior Executives

78.7 Sharing leadership / delegation skills Percentage

* Combines information provided by both CEOs and Directors.

Team building skills Percentage 13.4

Mentoring skills / developing internal talent Percentage 11.0

Listening skills Percentage 11.0

Planning skills Percentage 7.3

Communication skills Percentage 12.2

* Asked of CEOs only.

Methodology: Survey conducted in February and March 2013. 9.4

* Combines information provided by both CEOs and Directors.

About the Authors

David F. Larcker Stephen Miles

About the Sponsors

About Stanford University’s Rock Center

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