“What? You have a coach? You always come across full of self-confidence.” As if it is a paradox. Which it isn’t by any means.

In particular, directors and CEOs with self-confidence choose to have coaching. Because they know that nobody has all the competences that a job requires. That nobody is able to spot all the opportunities that arise. That nobody is able to always take the right decision at the right time.

In your organisation, you may well have equal experts or trusted advisors who are your sparring partners. People with whom you can level, and who only need half a word to understand what the direction should be. But this also has one disadvantage: although convenient and powerful, it only is one line, whereas an excellent organisation is characterised by the capability to notice those other lines and adjust its course accordingly.

Speaking about course: it is great when managers have a clear common understanding of its direction. It’s a pity, though, that the blind spots are also often a common phenomenon. Do something about it!


“What have you invested in technology this year?” (...) “That much? Great.”
“And what have you invested in yourself?” (…) “Oh.”
You are the most important asset. Maintain it well.