I’m not a huge fan of executive coaches and the like. Personal bias notwithstanding, I do tend to trust those who’ve actually done what they teach and write about, rather than those whose resumes begin with the popularity of their books and speeches.
But that’s just me.
On the outside chance that I’m being closed minded and a few of these folks may actually offer useful insight, I’ve decided to broaden my horizons and at least check out their blogs.
A recent post by Marshall Goldsmith - adapted from his latest book Succession: Are You Ready? - explains why it’s so hard for CEOs to let go and get on with their lives. The topic hits close to home, since I was one of those executives who quit at the top of his game to try something new and different.
Goldsmith sites four material benefits of holding a leadership position: money, status, perks, and power. He also mentions four nonmaterial benefits: relationships, happiness, meaning, and contribution. His advice is to cut executives some slack as they transition from the all-powerful and all-consuming corner office to breezy and boring civilian life.
And yes, I could identify with some of those benefits, especially the money and the relationships. Still, something was definitely missing from his list. Something big and significant. It took a while, but I finally figured it out.
What do most top executives have in common? That’s right, ludicrously large, planet-sized egos. Like it or not, I would guess that a large percentage of those you call boss (or boss’s boss) will miss getting their egos regularly fed.
Said egos subsist primarily on a diet of attention from all the “little people” hanging on their every utterance. And some of them even like to spice it up now and again with a little self-importance, condescension, and even abuse.
Let’s face it, we’re not all cut from the same cloth. For every average, well-balanced, run-of-the-mill Joe CEO that Goldsmith knows, I bet you or I know one that’ll miss the ego-stroking more than all the other factors combined.
Then again, those executives who lean more to the dark side aren’t likely to seek out Goldsmith’s teachings, are they? I guess he’s been around long enough to know his audience. And I’ve been around long enough to know mine. And I’m pretty sure my audience knows what I’m talking about. Am I right?
