Executives in the C-Suite shape more than their function – they shape the entire enterprise. But while technical excellence may have got them to the top, it’s not enough to ensure they excel there.

Sterling Black’s C-Suite coaching services help executives to become strategic leaders, capable of amplifying their influence and making informed decisions when the stakes are high. Whether your executive is new to their role, struggling in a specific area or a potential candidate for succession, our C-Suite coaches will help them drive sustained behaviour change and alignment with your organisation’s goals. 

Black and white portrait of the Fearless Girl sculture opposite the Charging Bull sculpture in New York

The Sterling Black difference

Experts in C-Suite coaching

 The market is full of executive coaches, but only a few have genuine experience at the very top. Our C-Suite coaches have all held executive positions themselves and know exactly how to teach the skills for success.

Results-driven methodology

While some coaching businesses let the participant self-direct, our coaches drive the process. Using a structured approach, they identify the executive’s areas for improvement and guide their development.

Access to a network of experts

All our coaching participants gain access to our network of experts, providing advice on crisis communications, governance, legal, compensation and government relations.

Availability when it matters

 We know that leadership issues can arise at any time, so our C-Suite coaches are available 24/7 to provide support to your executive outside of formal development sessions.

Our approach

Chemistry meeting with their matched C-Suite coach

Expert C-Suite skills advice and teaching

Customised approach based on their specific needs

Access to development materials and expertise

24/7 support for leadership skill building

Our clients

Recent Sterling Insights

Why succession planning fails: 6 board-level mistakes to avoid
Why succession planning fails: 6 board-level mistakes to avoid

Summary To avoid the pitfalls of failed succession planning, boards should: Start early – at least 2 years, but ideally 3–5 years, before a transition. Treat succession as a development process, not...

Read more
Is “so” the new “um”? What leaders need to know about filler words
Is “so” the new “um”? What leaders need to know about filler words

Most corporate leaders know to avoid classic filler words like “um” and “uh”. But a subtler verbal tic is quietly eroding executive presence in boardroom briefings, keynote speeches and investor...

Read more
4 common mistakes new CEOs make + how to avoid them
4 common mistakes new CEOs make + how to avoid them

As a new CEO, you’ll likely face a range of challenges that can potentially derail your success. From poor communication to micromanagement, these common mistakes can undermine your leadership and...

Read more

Enquire today