Executive Coaching


What Is It?

When Is It Called For?

What Makes A Good Coach?

Executive thinking

The world's leading companies effectively use Executive Coaching to significantly boost their top and bottom lines by enhancing the competencies and addressing specific performance issues of their key executives. At Banyan Way, our Executive Coaching expertise is typically leveraged when addressing:

• Continuous professional development of upwardly mobile Marketing Managers and other executives. It is indeed lonely at the top. The higher the Executive goes, the fewer people he/she has access to that can provide a fresh unbiased perspective. Discussion of issues -- particularly those that directly concern the manager’s own relational and organizational capabilities impacting vital decision making -- can only be fully realized with the aid of a third party who has both the experience and training to guide the Executive in acknowledging his situation and charting the appropriate course of action.


In many organizations, (Executive) Coaching has moved from a process of personal growth to an integral part of organization strategy and professional development.
Wharton Business School Executive Education

At Banyan Way, we believe that an improvement in the leadership skill and management behavior of even just one well-chosen Executive can create a rippling effect that can positively change the entire organization.

• Organizational and macro-strategy changes directly affecting key executives such as acquisitions, mergers, corporate restructuring, and cultural transformation initiatives. These changes are often highly stressful and can be professionally and personally wrenching. The Banyan Way Coach helps the Executive to understand these changes. He guides the Executive through what may be a necessary attitudinal shift so that, ultimately, the Executive not only embraces but becomes an advocate for these changes.

• Major strategic and operational issues such as declining sales and market shares, high employee turnover, increasing operating costs, poor productivity, increasing customer complaints, and so on. Most of these issues may be addressed by looking at how the Executive has responded to these challenges, the leadership and management skills as well as tools that he has employed (or failed to employ).

• Specific non-productive behavior and other issues that may be hampering the effectiveness of an otherwise strong or promising Executive. Much of these issues stem from executives simply being unaware of the power of skilled relationship management or having no access to training that could empower them. Also, these issues could result from stress-inducing factors such as promotion from a largely technical to a management position, a new assignment, a foreign posting, new reporting hierarchies, and others.

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