Who can objectively and neutrally give feedback to the organization’s senior executives? Performance management systems at that level are mostly sketchy.
Senior executives tend to be self-monitoring and somehow expected to manage themselves without outside help. Yet most know they could achieve more with the right support.
At other levels, executives marked down for future stardom may yet lack the self-awareness to fulfil their potential. Training programs and internal mentoring provide useful learning, but someone from outside the organization can be more open and objective.
Both situations call for executive coaching – often the only solution to a difficult problem.