The CEO Coach in Action

Making the argument for Portfolio Managers to employ the services of a CEO Coach before management teams begin to struggle under the weight of economic headwinds.

Managing a portfolio of investments is a formidable task. The ever-changing economic trading conditions are introducing a growing number of businesses that are not aligning with the original investment thesis, thereby amplifying the complexity of the portfolio manager’s role.

It is likely, the trading landscape has changed since your original investment thesis.

Due to economic conditions, the trading landscape when you crafted your original investment thesis may have changed. You likely built some resilience, but conditions may have diverged significantly from those prevalent when you crafted that initial investment thesis, posing new challenges to your trading strategies.

Amidst wildly differing trading conditions, the management team you backed likely had a solid track record of running the business during relatively stable times. However, they may not have the necessary experience running that business in adverse trading conditions.

Adverse trading conditions present an opportunity for growth and learning, as the mindset, style and skills required of a leader must evolve accordingly. It’s not uncommon for an investment firm to select a CEO who appears to be a perfect fit based on the prevailing conditions at the time, only to find them struggling to adapt when faced with a dramatically different trading landscape.

Management and Leadership adaptability.

I often speak about the art of adaptability of leadership style and adopting and appropriate leadership style. And the ability for leaders to demonstrate adapatability of leadership style is perhaps more important during tough economic conditions. If a management team struggles during a downturn, it doesn’t necessarily follow that the management team is inherently incapable; instead, it underscores the necessity for adaptability.

Leaders who lack experience in turbulent times can still thrive with the right support. Recognising the need for this support early on is not just important; it’s empowering. It enables proactive measures rather than waiting for the situation to worsen. Ultimately, a leader’s ability to adapt and seek appropriate support in the face of changing trading conditions can be the key to success.

A job for the in-house value creation team.

A report by McKinsey & Company pointed out that private equity firms with dedicated value-creation teams (teams that work exclusively on the companies in the portfolio and not on sourcing, due diligence, and transactions) did not manage to outperform peers by a significant margin during regular cycles. According to the article, the return differences were only slightly improved leading up to 2008 and even more negligible from 2014 to 2019.

But the report goes on to say that these teams did seem to add real value during a recession. McKinsey found that firms with value-creation teams “meaningfully outpaced the others, achieving a full five percentage points more in IRR (23 percent) than firms without portfolio-operating groups (18 percent).”

But we don’t have an internal value creation team!

Introducing the CEO Coach, a seasoned coaching advisor for your CEO and senior management team. The CEO Coach serves as a beacon of guidance, helping these leaders navigate through turbulent times and steer the ship towards calmer waters.

A CEO Coach is a seasoned professional who works closely with the CEO and other top executives to enhance their leadership capabilities and help them navigate the multifaceted landscape of running a private equity-backed company. Their primary focus is supporting operational improvements aligned with the value creation plan, especially when turbulent times threaten to disrupt the status quo.

What is the difference between a CEO coach and a Non-Executive Chairman?

The roles of a Non-executive Chairman and a CEO Coach are distinct yet complementary, each contributing unique perspectives to the leadership landscape. A Non-executive Chairman, often a member of a company’s board of directors, holds a governance-focused position, providing oversight, strategic guidance, and ensuring effective board functioning. Their role is rooted in a broader perspective on the company’s direction and shareholder value. On the other hand, a CEO Coach, while also concerned with strategy, operates at an individual level, working closely with the Chief Executive Officer, and often the executive team. A Coach is akin to a mentor, offering personalised guidance to the CEO, helping them navigate challenges, enhance leadership skills, and optimise their decision-making. While the Non-executive Chairman contributes to the overall governance and strategic vision, the Coach nurtures the personal and professional growth of the CEO, fostering a symbiotic relationship that can significantly benefit the organisation.

Operational Excellence and Value Plan Creation

A critical aspect of a CEO coach’s role is assisting management teams in executing the value plan crafted by the private equity firm. This plan outlines the strategies and objectives aimed at enhancing the company’s value during the investment period. Operational excellence is at the core of this process, as it involves improving the company’s efficiency, reducing costs, and maximizing profitability.

Operational Assessment: The coach often begins with a comprehensive operational assessment. This involves identifying areas of improvement, assessing the current processes, and understanding the company’s strengths and weaknesses.
Strategic Alignment: To create and execute an effective value plan, the coach helps align the management team’s goals with the private equity firm’s expectations. This alignment is crucial in turbulent times when the company must adapt swiftly to changing market conditions.
Change Management: Operational improvement often involves significant processes, culture, and structure changes. A coach assists in managing these changes, ensuring they are implemented smoothly and efficiently.

Turbulent Times and Crisis Management

Turbulent times, such as economic downturns or unexpected market disruptions, can throw even the best-laid plans into disarray. This is when the guidance of a CEO coach becomes especially critical.

Adaptability: In a crisis, adaptability is key. A CEO coach helps the management team adjust their strategies, make tough decisions, and focus on the long-term goals despite the immediate challenges.
Stakeholder Communication: Effective communication is vital during turbulent times. A CEO coach can guide communication with employees, investors, and other stakeholders to maintain trust and confidence.
Risk Mitigation: To weather a storm successfully, it’s important to identify and mitigate risks. The CEO coach works with the management team to assess and manage risks effectively.
Mental Resilience: Leadership can be lonely, especially during a crisis. A CEO coach can provide emotional support and help the CEO and management team develop mental resilience.

Case Study: The CEO Coach in Action

Consider a hypothetical scenario in which a private equity-backed company in the retail sector faces a turbulent market disrupted by rapid changes in consumer behaviour. The CEO coach would play a pivotal role:

Conducting a thorough assessment of the company’s operations, identifying areas for improvement, and aligning strategies with the value plan.
Assisting the management team in adjusting the value plan to adapt to the changing market conditions, possibly by reallocating resources or entering new market segments.
Guiding communication to stakeholders, ensuring that employees remain motivated and investors stay informed.
Helping the CEO and management team manage the stress and anxiety of navigating a turbulent market.

Conclusion

A CEO coach is a trusted advisor and guide for management teams. Their expertise in operational improvement, crisis management, and leadership development can be a game-changer during turbulent times. By working closely with CEOs and their teams, CEO coaches help ensure the successful execution of the value plan and create a path to sustainable growth, even in the face of uncertainty. As private equity continues to be a driving force in the business world, the role of the CEO coach remains as critical as ever in supporting private equity-backed companies in achieving their goals.

About the Author

Trevor is the Managing Partner of NorthCo, a fellow of the Institute of the Motor Industry and a member of the Institute of Interim Management. Trevor is a respected C-Suite leader, Chairman and professional Interim Leader. For over a decade, he has provided interim leadership solutions to private equity, venture capital, and asset-backed firms. Whether it’s to stabilise a business during a turbulent trading period, fill a temporary skills gap or support a management team to navigate challenging situations, Trevor’s wealth of experience and proven track record in delivering value creation and retention plans demonstrate his ability to lead and support operational management teams effectively. To find out more about his approach, explore his LinkedIn profile and read what others say about Trevor.