EXECUTIVE COACHING www.ceotodaymagazine.com 70 performance and optimal health as it applies to high-level leadership. The following assessments are important for the self-care of C-suite executives: • Holding the confidences of the leaders of an executive board and details of the decision-making process for an institution can be lonely: one must find support to bear this load. • Being an executive leader often makes a person the centre of controversy: staying strong amidst this climate takes wisdom. • The movement of an organisation does not wait for you, it flows day and night relentlessly: managing oneself in this flow requires knowing when and how to say “yes” and “no.” • It isn’t a given that you will have the support network you need to handle the emotional weight of your position: one must create it for oneself. • No one else will assure that you take care of yourself physically and emotionally, however, if you don’t, everyone will assuredly blame you for not doing so: it is up to the leader to make this happen. Tell us a little bit about yourself? Primarily I’m a catalyst for change through coaching. I find that coaching promotes a multitude of possible changes that open up whole new worlds for my clients. In most cases, I don’t need to specialise, I simply coach effectively. I do help people surmount tremendous obstacles like daunting work challenges, devastating medical diagnoses, burnout, or unyielding conflicts. Usually, the stakes are high and we figure out how to turn those obstacles into opportunities… or at least find the best possible path forward. My father was a banker and brilliant at his work. He started as a bank teller and finished as a President and CEO. While I respected what he did, I chose a path in the humanities and religious studies and became a Presbyterian Pastor. Though we had completely different careers, some of the leadership challenges I faced were similar to those of my father. Through the years I worked in several congregations, the last one was a somewhat large congregation where I was the Head of Staff. In Presbyterian congregations, pastors are considered “Moderators” of their governing board. This leadershipamong-leaders position gives me insight into the work I do today. As a Credentialed Coach, I have gained a unique perspective both on my own life and career and on the world of self-improvement, Burnout seems to be so common for CEOs and leaders. How can you help them deal with it? Burnout is defined by the World Health Organisation as a workrelated phenomenon. It has three dimensions: • feelings of energy depletion or exhaustion • increased mental distance from one’s job, (or feelings of negativism or cynicism related to one’s job) • reduced professional efficacy (people work harder and get less done) I’m currently conducting interviews with executives around burnout, coaching and work performance and I invite you to contact me if you would like to be part of this interview process. Most will respond by saying that at least two of the above dimensions are present in their lives. Others will say that all three are present to varying degrees. In addressing burnout, what is enormously important to begin with is one’s ability to accurately assess their level of burnout. Accepting and being willing to get help for burnout is the first step. For some, it is a simple matter to be selfaware and forthcoming. For others, there seems to be a thick layer of insulation preventing them from the admission: “I am burned out.” For that person getting past that layer of insulation may be the best “The truth is that many if not most C-Suite executives live on the verge of a health crisis.”
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