If there’s one thing all CEOs face, it’s pressure. Whether stepping into the role for the first time, driving a new strategy or navigating a crisis, every decision CEOs make shapes shareholder confidence, market perception and organisational culture.

Coaching provides CEOs with an external, unbiased perspective in the midst of these challenges. It is a strategic partnership in which the CEO can build their skills and change behaviour. The goal is to enhance leadership performance and impact, whether dealing with crises or the day-to-day of running an organisation.

Black and white portrait of Nelson Mandela with his fist in the air

The Sterling Black difference

Experts in CEO coaching

Our CEO coaches have all held CEO positions themselves, have many years’ experience developing CEOs and know exactly how to teach the skills for success.

Results-driven methodology

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

Access to a network of experts

All our CEOs can leverage our network of experts for advice in situations involving areas such as crisis communications, governance, legal, compensation and government relations.

Availability when it matters

We know that crises can occur at any time and CEOs are always on the job, so our coaches are available 24/7 to provide support around emerging issues.

Our approach

Chemistry meeting with their matched CEO coach

Expert CEO 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 modern executive coaching demands better intelligence
Why modern executive coaching demands better intelligence

What if the executive coaching your business is investing in isn’t solving the right problems? Globally, businesses spend more than USD 105 billion on executive coaching and leadership development...

Read more
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

Enquire today