Key takeaways
- Six competent executives can still produce a meeting where nothing is settled, the real conversation happens afterwards in pairs, and the owner arbitrates every disagreement by private appeal.
- Success is measured on decisions closed without the owner and hours he spends arbitrating between his own reports, not on how the sessions felt.
Executive leadership coaching for the whole group
A leadership team is a decision-making unit, and coaching its members separately rarely improves how it decides together. Six competent executives can still produce a meeting where nothing is settled, the real conversation happens afterwards in pairs, and the owner ends up arbitrating every disagreement by private appeal.
Leadership Team Alignment is scoped to the size of the group. The work covers how the group meets, what it is allowed to decide without the owner, how disagreement is surfaced in the room instead of after it, and where each member's authority begins and ends. Sessions are with the group, with individual work alongside it where a specific relationship is holding the rest up.
Executive assessment and 360 feedback are used as inputs to that work. They are a starting picture, not a scorecard, and the results belong to the leader they describe.
How leadership coaching gets measured
The measures are agreed in writing before the engagement starts, and they are operational rather than sentimental:
- The number of decisions closed in the leadership meeting instead of deferred to the owner
- Elapsed time from a question being raised to a decision being made
- Hours per week the owner spends arbitrating between two of his own reports
- Retention on the leadership bench over the following year
Satisfaction surveys are not on that list. A group can enjoy a coaching program and still route every hard call to the founder, and if that is still happening at the end then the engagement did not work regardless of how the sessions felt.
Every engagement is preceded by a free call and the Bottleneck Diagnostic at $1,500, because team coaching is the wrong purchase when the real problem is that two roles have overlapping mandates written into the org chart.