By Kate Tojeiro

So, a New Year, new plans, new goals, ambitious growth targets, new team structure…

You’re a great executive, respected, sharp, strong, never undermined, fair…

However, you have a feeling that something isn’t quite as effective and efficient as it could be. Something is missing and if you’re really honest, are you (and you’re partner/family) happy with it all?

If the answer is no, you’re not alone. Increasing numbers of senior executives are bothered by this rankle. As the pressure on executives becomes ever greater in terms of performance and time, many executives are turning to coaches for support. Coaching is now recognised as one of the most powerful elements of business life. It is often more likely that an executive will open up to an outside source and admit to pressures they might not wish to concede to their peers.

Barbara Cassani, former chief executive of the Go budget airline, said her coach was her “secret weapon”.

Good coaching is motivational and inspirational and helps individuals to deal with immediate challenges as well as helping with planning and achieving medium to long-term goals
Stephen Routledge, former managing director of HSBC investment bank, said his “role as leader has forever changed for the better”.

Jeremy Lang, former chief executive of Chilprufe, the underwear manufacturer, said: “I am working 50% more on my business and 50% less in my business. Our profits are 50% ahead of last year. I seem to have 50% more time for me and my family. I am 100% happier.”

You may sneer at this.

However, coaches don’t actually make decisions for those they are coaching but use their position as external and impartial, unbiased third parties, as well as their own experience, to guide and enable their clients to make the best decisions.

And more and more business decisions are being made with the help of a silent coach in the background.

Kate Tojeiro is an Executive Performance Coach & MD of Xfusion ltd.