What Coaching Changes About Decision Making at the C-Suite

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“I don’t know what to do.”

“I don’t know what to do.”

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I felt frozen. Confronted with two options: hit the button on a risky executive exit, or leave him in place until an acquisition deal was complete. Not entirely my decision, I admit, but one for which my opinion as chief people officer mattered.

I felt frozen. Confronted with two options: hit the button on a risky executive exit, or leave him in place until an acquisition deal was complete. Not entirely my decision, I admit, but one for which my opinion as chief people officer mattered.

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The discomfort was visceral. There was significant risk. If we made the wrong call, the deal could go south quickly. Ultimately, it might be the end of my existence in the company. And if that happened, would I ever work again? I was spiralling. Catastrophizing.

The discomfort was visceral. There was significant risk. If we made the wrong call, the deal could go south quickly. Ultimately, it might be the end of my existence in the company. And if that happened, would I ever work again? I was spiralling. Catastrophizing.

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I, like most C-suite executives, was a decent decision maker. I should have been. By the time I reached the top team, I’d been around the block a few times. I knew how to weigh up pros and cons. I understood risk.

I, like most C-suite executives, was a decent decision maker. I should have been. By the time I reached the top team, I’d been around the block a few times. I knew how to weigh up pros and cons. I understood risk.

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But at this level, it felt different.

But at this level, it felt different.

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Where there had been air cover, there was now none. The decisions really were mine. And mine alone. No one to escalate to. No one to protect me. And the decisions had bigger consequences.

Where there had been air cover, there was now none. The decisions really were mine. And mine alone. No one to escalate to. No one to protect me. And the decisions had bigger consequences.

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I now coach C-suite leaders. In their roles before the C-suite, they could imagine someone above them catching the ball. But in the C-suite , they’re the catchers. No safety net.

I now coach C-suite leaders. In their roles before the C-suite, they could imagine someone above them catching the ball. But in the C-suite, they’re the catchers. No safety net.

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The C-suite is lonely. Executives question themselves more critically. Demand more independence of thought, resilience , and chutzpah. Ask for help with a decision? Not on your life. They must do this on their own.

The C-suite is lonely. Executives question themselves more critically. Demand more independence of thought, resilience, and chutzpah. Ask for help with a decision? Not on your life. They must do this on their own.

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Except, perhaps, with a coach . One of the few relationships where thinking without consequence is possible. A sacred relationship designed for the kind of help executives won’t ask anyone else for.

Except, perhaps, with a coach. One of the few relationships where thinking without consequence is possible. A sacred relationship designed for the kind of help executives won’t ask anyone else for.

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There’s risk in the C-suite.

There’s risk in the C-suite.

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Personal risk and organizational risk are not the same. But often, organizational decisions feel personal. Executives limit the organization’s ambition to protect themselves. They don’t always know what the real exposure is. They muddle what’s at stake for the company versus what’s at stake for them, and for their egos. A coach helps pull these apart.

Personal risk and organizational risk are not the same. But often, organizational decisions feel personal. Executives limit the organization’s ambition to protect themselves. They don’t always know what the real exposure is. They muddle what’s at stake for the company versus what’s at stake for them, and for their egos. A coach helps pull these apart.

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Executives can struggle to recognize the subtle signs of their own pressured thinking. They request more data, operate on impulse, hedge their bets, or take the easy way out when a more difficult path is demanded. A coach can see these patterns in them before they do. And name them.

Executives can struggle to recognize the subtle signs of their own pressured thinking. They request more data, operate on impulse, hedge their bets, or take the easy way out when a more difficult path is demanded. A coach can see these patterns in them before they do. And name them.

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Executives are also at the mercy of others. The other egos in the C-suite. The ones vying for influence, for glory, and protecting themselves.

Executives are also at the mercy of others. The other egos in the C-suite. The ones vying for influence, for glory, and protecting themselves.

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I’ve sat in executive meetings where poor decision making has been rife. People are afraid to challenge when they know the direction is ropey. Groupthink is taking over. I’ve observed teams taking the easy way out and dressing it up as bravery. Where blame is thrown around liberally when things go wrong. Where nods of agreement inside the meeting turn into dissent outside.

I’ve sat in executive meetings where poor decision making has been rife. People are afraid to challenge when they know the direction is ropey. Groupthink is taking over. I’ve observed teams taking the easy way out and dressing it up as bravery. Where blame is thrown around liberally when things go wrong. Where nods of agreement inside the meeting turn into dissent outside.

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Teams driven by power. By politics. By ego. All are preventing organizations from making the decisions they need to make to thrive.

Teams driven by power. By politics. By ego. All are preventing organizations from making the decisions they need to make to thrive.

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Coaching is one of the few spaces executives can build the capacity to navigate these situations. And it’s where the bigger changes start to happen. In how they frame and challenge decisions, influence others, and hold the discomfort of uncertainty.

Coaching is one of the few spaces executives can build the capacity to navigate these situations. And it’s where the bigger changes start to happen. In how they frame and challenge decisions, influence others, and hold the discomfort of uncertainty.

What does coaching change?

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From right and wrong to judgment

From right and wrong to judgment

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Executives rely too much on right and wrong. On decisions being correct or incorrect. And C-suites are too ready to cast blame with the benefit of hindsight. If executives make the best decision with the information they have at any given time, hindsight becomes something only to learn from, not to find blame or shame.

Executives rely too much on right and wrong. On decisions being correct or incorrect. And C-suites are too ready to cast blame with the benefit of hindsight. If executives make the best decision with the information they have at any given time, hindsight becomes something only to learn from, not to find blame or shame.

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A coach is the partner in “pre-morteming” decisions before executives make them. Asking where judgment is being exercised well, and testing where it’s weak.

A coach is the partner in “pre-morteming” decisions before executives make them. Asking where judgment is being exercised well, and testing where it’s weak.

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Executives learn to lean into the discomfort of not having the right answer, but the best answer available. And to separate the organization’s risk from personal risk.

Executives learn to lean into the discomfort of not having the right answer, but the best answer available. And to separate the organization’s risk from personal risk.

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From defensiveness to courage

From defensiveness to courage

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Executives’ decisions are often tied up in their identities. When colleagues question them, they are triggered.

Executives’ decisions are often tied up in their identities. When colleagues question them, they are triggered.

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“How dare she?” I might have silently thought to myself as the chief risk officer challenged my judgment on an area within my expertise. I have similarly been told to butt out by C-suite colleagues, either implicitly or explicitly.

“How dare she?” I might have silently thought to myself as the chief risk officer challenged my judgment on an area within my expertise. I have similarly been told to butt out by C-suite colleagues, either implicitly or explicitly.

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To call out bad decisions, executives can avoid judgemental or personal language. Stick to observing events, emotions, and impact. Then ask a question:

To call out bad decisions, executives can avoid judgemental or personal language. Stick to observing events, emotions, and impact. Then ask a question:

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  “I’m feeling a bit uncertain about this decision. How is everyone else feeling?”

  “I’m feeling a bit uncertain about this decision. How is everyone else feeling?”

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  “Something doesn’t feel right. Shall we kick the tires on this a bit more?”

  “Something doesn’t feel right. Shall we kick the tires on this a bit more?”

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Observations and feelings can’t be disputed. They are reality. And questioning the decision isn’t questioning the person.

Observations and feelings can’t be disputed. They are reality. And questioning the decision isn’t questioning the person.

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Coaching is where executives rehearse these moments before they experience them. They can test words, timing, and discomfort against someone outside the emotion. By the time they walk in, they know what to say.

Coaching is where executives rehearse these moments before they experience them. They can test words, timing, and discomfort against someone outside the emotion. By the time they walk in, they know what to say.

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As a C-suite team, executives should talk about how they make decisions. Agree how they will disagree well. Coaching helps build these habits. For individuals and for the team.

As a C-suite team, executives should talk about how they make decisions. Agree how they will disagree well. Coaching helps build these habits. For individuals and for the team.

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Asking for help is also crucial. There’s no judgment in asking for help. In fact, it builds trust and connection (and reduces loneliness).

Asking for help is also crucial. There’s no judgment in asking for help. In fact, it builds trust and connection (and reduces loneliness).

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From persuasion to influence

From persuasion to influence

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Executives want to control decisions. And those of their C-suite colleagues.

Executives want to control decisions. And those of their C-suite colleagues.

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A coach helps them let go of this desire and focus on influence . Executives can’t control whether others agree with their decisions or take their advice. Influence is the only option.

A coach helps them let go of this desire and focus on influence. Executives can’t control whether others agree with their decisions or take their advice. Influence is the only option.

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If executives are clear on how they’ve come to decisions, they’re more effective in explaining judgments to others. A coach helps uncover any biases at play, calls out their under-pressure thought processes, and questions the assumptions executives don’t think to question.

If executives are clear on how they’ve come to decisions, they’re more effective in explaining judgments to others. A coach helps uncover any biases at play, calls out their under-pressure thought processes, and questions the assumptions executives don’t think to question.

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A coach acts as a mirror. To show executives when they’re prioritizing persuading over opening space for influence.

A coach acts as a mirror. To show executives when they’re prioritizing persuading over opening space for influence.

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From false decisiveness to proportionate confidence

From false decisiveness to proportionate confidence

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Executives are conditioned to be the ones with the answer. Markets reward decisiveness. Boards reward decisiveness. Most of the time, executives deliver.

Executives are conditioned to be the ones with the answer. Markets reward decisiveness. Boards reward decisiveness. Most of the time, executives deliver.

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But the decisions that matter most are made under irreducible uncertainty . And false decisiveness is one of the most dangerous characteristics an executive can show.

But the decisions that matter most are made under irreducible uncertainty. And false decisiveness is one of the most dangerous characteristics an executive can show.

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Executives learn to distinguish between the discomfort of not knowing and the deeper discomfort that should genuinely cause them to stop and reflect. They make decisions with proportionate confidence.

Executives learn to distinguish between the discomfort of not knowing and the deeper discomfort that should genuinely cause them to stop and reflect. They make decisions with proportionate confidence.

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Coaching is the discipline that builds this capacity. A coach is the one person who notices when executives are stalling for clarity that isn’t coming, and when they’re hiding from making a call.

Coaching is the discipline that builds this capacity. A coach is the one person who notices when executives are stalling for clarity that isn’t coming, and when they’re hiding from making a call.

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Coaching at the C-suite doesn’t make executives different people. It makes them more authentic, pragmatic, and courageous.

Coaching at the C-suite doesn’t make executives different people. It makes them more authentic, pragmatic, and courageous.

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They see their risk appetite more clearly. Feel pressure without being driven by it, and sit with uncertainty rather than rushing through it. They nurture relationships that test, not criticize, their judgment. They swap persuasion for influence. And they build courage.

They see their risk appetite more clearly. Feel pressure without being driven by it, and sit with uncertainty rather than rushing through it. They nurture relationships that test, not criticize, their judgment. They swap persuasion for influence. And they build courage.

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None of this is dramatic on any single day. But supported by a coach and practiced consistently, executive decisions start to look and feel different. Six months in, they’ll notice. A year in, the organization will too.

None of this is dramatic on any single day. But supported by a coach and practiced consistently, executive decisions start to look and feel different. Six months in, they’ll notice. A year in, the organization will too.

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