The recurrent interview question from Fortune magazine is: what was the best advice you have ever recieved? Eric Schmidt, the former CEO of Google answered the following:
„The advice what was exceptional to me was given by John Doerr, our board member, in 2002. He said: You need a coach! And I said, well, I don’t need a coach, I am an established CEO, why would I need a coach? Is there something wrong? He said: no, no no! You need a coach! Everybody needs a coach. So I hired a coach, and that served Google really well. Every famous athlete, every famous performer has somebody who is a coach. Somebody, who can watch what they are doing, and say: is that you really meant? Did you really do that? They can give them perspective. The one thing that people are never good at is seeing themselves as others see them. A coach really really helps.”
The words of Eric Schmidt reflect profoundly the ground thesis of coaching: giving support and help to our partners to make the best out of him or herselves. This message shared by GROW’s executive coaches, as welll as, the partnerial perspective of coaching, ethical work and strong professional groundings. a
IN THE CENTER OF OUR EXECUTIVE COACHING PROCESSES
- personal challenges, finetuning the execution of leadership role;
- personality of the leader, and challenges of the relationship aspects, operative challenges of leadership;
- leadership in terms of the organizational context
are standing the most often.
Through the process we inspire our partners to make transformative steps, to be able to stand aside from the day to day challenges – fulfill their leadership role in the context of the organization – enhancing their own and their collegues performance and wellbeing. Additionally, using leadership and strategical perspectives and approaches we build solutions serving the whole organization, and do skill coaching if needed. It can be targeted improvement of skills, being it a time management, communication, or daily management one.
