“Knowing is the easy part; saying it out loud is the hard part.”
“Knowing is the easy part; saying it out loud is the hard part.” –Nicholas Evans, The Horse Whisperer
The term “horse whisperer” was first associated with Daniel Sullivan, an Irish horse trainer who became famous for his ability to rehabilitate intractable horses more than 200 years ago. Today, it refers to those gifted with a deep understanding of equine psychology, enabling those who can “whisper” to elicit the horses’ cooperation.
Some coaches (and consultants) very much resemble horse whisperers. Instead of dealing with difficult horses, however, they whisper to CEOs. Their effectiveness is due to an intuitive understanding of what drives these executives.
Starting a working alliance
To be successful, CEO whisperers must first establish a working alliance with their clients and remember that the relationship unfolds in a specific context, never in a vacuum. Given both parties’ characteristics and peculiarities, some amount of fumbling can be expected along the way.
Listening skills are critical to the success of this working alliance. Deep, active listening will allow the CEO whisperer to decipher the client’s verbal and non-verbal cues throughout the relationship.
The first meeting is always the trickiest, as both parties try to determine if they can work together. If the potential client doesn’t feel engaged, there is very little chance that a working alliance will be established.
Furthermore, creating a working alliance is more difficult with clients who are overly defensive; who are extremely guarded or quiet; or who do not have any idea of what they want to get out of the intervention. The CEO also needs to be willing to engage in the change effort.
Defining a desired future
During the initial interview, I often ask questions to draw out the executive’s thoughts and wants, such as: What brought you to see me? What do you feel is wrong in your work and personal life? What are the issues you’d like to work on? I also tell them to imagine that they are looking into a crystal ball: What would they like to see in the future, especially as an outcome of our work together? Imagining a desired future creates a mindset focused on progress.
To better understand their inner drivers, I ask them to tell me something about their personal history, e.g. education, relationships or career trajectory. However, I refrain from prying into topics that may be sensitive, such as the person’s childhood. Clients should be able to decide if and when certain themes become part of the coaching relationship.
Don’t poke the bear (too soon)
To nudge clients along, it’s important to show understanding about their predicament. Clients need to feel safe, accepted and respected. Coaching requires an open attitude, as well as warmth and empathy. Clients may hold very different values and beliefs, but a coach’s job is to help them achieve their objectives, whatever these may be. The last thing clients want is to be lectured to and feel controlled.
It is wise to play it safe in the beginning and to avoid any form of argument. Think of the working alliance as a form of judo. A judoka moves with resistance rather than fights it. It is of utmost importance that the coach be aware of what does and doesn’t work – and adjust accordingly. Based on my experience, progress can stall if clients are pressed to deal with issues that they are not yet ready to face. In coaching, it is best to strike when the iron is cold.
Touching on vulnerabilities
Serious CEO whispering also requires delving into uncomfortable and difficult aspects of the executive’s life. After a working alliance has been firmly established, I try to pique my clients’ curiosity by carefully starting to challenge them. One way to do so by encouraging clients to share details about their stressors, frustrations and dissatisfaction. It is also useful to enquire how the client feels about the working relationship. Do they feel safe, heard, taken seriously and cared for? Do they still hope for – and even expect – success?
An opportunity for self-reflection
Socrates said that the unexamined life is not worth living: Too many people cruise through life without reflecting on their destination or purpose. This is where CEO whisperers rise to the fore. They help executives act out less and be more reflective, coaxing them to examine their lives and maximise their potential.
This article is republished courtesy of INSEAD Knowledge. Copyright INSEAD 2018
INSEAD Knowledge, 2018Read more
"Advice for dealing with narcissists"
Managing a narcissistic leader is not easy. Why would they ask for help, when they think that they are better than anybody else? How can they learn from mistakes if they can’t admit that they’ve ever made one? This article provides some advise for managers who have to deal with such leaders.
Published on 10 May, 2017
Virtual team coaching can help turn around dysfunctional teams
Effective organisations rely on teamwork, not least because it facilitates problem solving. Many leaders, however, are ambivalent about teams. They fear overt and covert conflict, uneven participation, tunnel vision, lack of accountability and indifference to the interests of the organisation as a whole. Also, more than a few have no idea how to put together well functioning teams. Their fear of delegating – losing control – reinforces the stereotype of the heroic leader who handles it all.
Published on 26 Aug, 2020
"Managing those who won't see the middle ground"
This blog entry for the Harvard Business Review explores how one can manage leaders who see things in black and white, unable to accept a middle ground.
Published on 10 Mar, 2015
"Does a good coach have to be tough?"
<!--StartFragment-->The KDVI Research Lab is happy to announce yet another blog in our series that explores the undercurrents of positive organisational change. This time KDVI Associate Manfred Barth explores whether coaching needs to be tough in order to affect real change.<!--EndFragment-->
Published on 13 Dec, 2017
"Play therapy as a means of individual reinvention"
This working paper argues that the proclivity to play remains an essential part of our make-up throughout our life and that we should make greater efforts to retain play as a mode of learning and the source of creative production.
Published on 5 Dec, 2012
"High-flyers and the fear of success"
This blog entry with the Harvard Business Review address the fear of success and its consequences.
Published on 4 Mar, 2014
"Assessing psychological risk factors of leaders"
This blog presents a quick assessment of psychological risk factors for high performing individuals.
Published on 18 Apr, 2015
"Rescuer syndrome and excessive helping behavior"
In this article the author explores the problem of excessive helping behavior—The Rescuer Syndrome—with particular reference to executive coaching.
Published on 9 Dec, 2010
"Succession & when it's time to let go"
This blog entry with the Harvard Business Review discusses the three phases of a CEO's lifespan and what happens when leaders outstay their time and performance starts to decline.
Published on 14 Mar, 2014
This blog entry with the Harvard Business Review explore the manic-depressive leaders, who are great in a crisis, but overestimating their capabilities can try to do more than they can handle.
Published on 20 Mar, 2014