Mar 012017


The results of a recent joint project conducted by the Stanford Graduate School of Business and the Miles Group, who polled over 200 North American CEOs, board directors and senior management executives, found that over two-thirds of the CEOs and half of the senior executives were not receiving coaching services, even though they considered it a useful developmental practice. Also, a January 2017 Conference Board CEO Challenge worldwide survey indicated that 60% of the U. S. respondents believed that “failure to attract/retain top talent” was their No. 1 Hot-Button Business Issue. However, these CEOs came from companies with sales revenue of under $100 million per year.

The above results clearly indicate that CEOs and top line executives, especially those in companies with sales revenue greater than $100 million per year, primarily utilize their TM programs for lower and middle management personnel, but not for senior and upper management personnel. The logical question becomes what is causing this negative viewpoint? Here is my answer to that question. Current TM programs primarily deal with interpersonal skills, simple leadership styles, and basic management skills (such as delegation, motivation, etc.) which are primarily appropriate for lower and middle management personnel. However, such subjects have little practical business application for senior and upper management personnel. Therefore, the next logical question becomes what is important to the CEO and top line management executives regarding any TM program for senior and upper management personnel that the Chief HR Officer and TM leaders can utilize in an effort to have a much more favorable effect?

The CEO will tend to evaluate the practical business value of any TM program based primarily on how senior and upper management personnel feel that it has helped all levels of management to improve their ability to achieve important job/business results. Therefore, this article will outline several areas of importance that should be incorporated into any TM program that directly influence senior and upper management personnel.

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JACK BUCALO has led the Global HR function for a Fortune 500 and 1000 international company and several other large international companies. With four years of line experience complementing his HR experience, he believes that CHRO should play a more direct role in helping the CEO to achieve the company’s business objectives and strategic goals, while effectively implementing its administrative responsibilities. In doing so successfully, the CHRO can become an equal business partner with his/her line management peers while becoming more directly involved in the company’s operational mainstream, rather than being just as an administrative afterthought. Also, he has published over ten manuscripts in various professional journals and has served as a Seminar Leader on several HR topics for various professional organizations.  Contact LinkedIn

Photo Credit – geralt