About Centre for Executive Coaching (CEC)

“In the 1950s management thinker Peter Drucker coined the term “knowledge worker” to describe a newly emerging cohort among the white-collar ranks; today most professionals fall into this category. Because they require (and desire) little or no direct supervision and often know more about their tasks than their managers do, knowledge workers usually respond well to coaching. Unlike directive, top-down management, coaching allows them to make the most of their expertise while compelling them to stretch and grow. As their manager, you set overall direction for them—but you let them figure out how best to get there”.

Harvard Business Review (HBR) Guide to Coaching Your Employees (2013)


The word ‘coaching’ comes from the Hungarian word ‘kocs’, a town where closed four-wheeled horse drawn carriages were built. Coach was used as the name of the driver (and the wagon) where it eventually became a symbol for taking people from one place to another.

Over 50 years ago, no one talked about executive coaching. Twenty years ago, coaching was mainly directed at talented but abrasive executives who were likely to be fired if something didn’t change. Today, coaching is a popular and potent solution for ensuring top performance from an organization’s most critical talent.

Almost half the coaches surveyed in a 2009 Harvard Business Review (HBR) study reported that they are hired primarily to work with executives on the positive side of coaching – developinghigh-potential talent and facilitating a transition in or up. Many leaders said that they are most being called in to act as a sounding board on organizational dynamics or strategic matters. Relatively few coaches said that organizations mostly hire them to address a derailing behaviour. Hence the role of an Executive Coach is a strategic one which will impact and influence the sustainability of an organisation by developing its future leaders whom will drive their organisations to success.



CEE in collaboration with Executive Development Associates (EDA) offers suite of Executive Coaching Solutions for senior executives and high potential individuals at any level in the organization aiming for their first or the next leadership role.

The Centre for Executive Coaching (CEC), a division of CEE, delivers arecognized certified professional coach training programme for individuals interested in entering the field of executive coaching, as well as executives seeking to become better managers and leaders as managerial coaches in their respective organizations.

Professional Coach Training Program (PCTP)

CEC's Certified "Professional Coach Training Programme” (PCTP) consists of 3 Phases which illustrates that the development of a Coach is a journey and not a destination or with a specific duration of time. In between the Phases, participants will be involved in “Peer to Peer Coaching” and support one another through a Community of Practice (CoP) of Coaches.

In this highly intensive and experiential PCTP program, participants will be provided with a comprehensive and holistic approach to developing their professional coaching competency based on insights from quantitative research and best practices. From these best practices, and their own coaching challenges, participants will learn and experience the core elements effective professional coaches need to embrace, demonstrate and embody, as they coach their clients (coachees) to success.

The PCTP is certified by the International Professional Managers Association (IPMA), an international an International Examining, Licensing and Regulatory Professional body formed for the purpose of providing practicing managers with the opportunity to participate and to be part of the process of improving managerial performance and effectiveness in all areas of business, industry and public administration.


For further information on the CEC PCTP Programme, please email us at enquiry@cee-global.com

Being an Executive Coach


In the seventeenth century, the French statesman Cardinal Richelieu relied heavily on the advice of Father François Leclerc du Tremblay, known as France’s éminence grise for his gray monk’s habit. Like the famous cardinal, today’s business leaders have their gray eminences. But these advisers aren’t monks bound by a vow of poverty. They’re usually called executive coaches and and they can earn up to US$3,500 an hour.

To understand what they do to merit that money, Harvard Business Review (HBR) conducted a survey of 140 leading coaches and invited five experts to comment on the findings. As you’ll see, the commentators have conflicting views about where the field is going—and ought to go—reflecting the contradictions that surfaced among the respondents. Commentators and coaches alike felt that the bar needs to be raised in various areas for the industry to mature, but there was no consensus on how that could be done. They did generally agree, however, that the reasons companies engage coaches have changed. Ten years ago, most companies engaged a coach to help fix toxic behavior at the top. Today, most coaching is about developing the capabilities of high-potential performers. As a result of this broader mission, there’s a lot more fuzziness around such issues as how coaches define the scope of engagements, how they measure and report on progress, and the credentials a company should use to select a coach.

Executive coaching is a major growth industry. Over 15,000 coaches work for businesses today, up from 2,000 in 1996. And that figure is expected to exceed 50,000 in the next five years. According to the 2009 HBR Article, Executive coaching is also highly profitable; employers are now willing to pay fees ranging from $1,500 to $15,000 a day. That’s a lot more than any psychotherapist could even dream of charging. Why are companies willing to pay so much more for their coaches?

The answer is simple: Executive coaches offer seemingly quick and easy solutions. CEOs tell me that what they fear most about psychotherapy is not the cost in dollars but the cost in time. A coaching engagement typically lasts no more than six months. Psychotherapy, by contrast, is seen as a long-term treatment; people joke that it takes six months for therapist and patient just to say hello. What’s more, therapy requires a greater time commitment than the standard 50-minute sessions; it also involves travel to and from the therapist’s office, taking even more time away from work.

The Leader as a Coach



Many managers mistakenly assume that leadership style is a function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situation.

Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: self-awareness, self-regulation, motivation, empathy, and relationship management. There are six basic styles of leadership; each makes use of the key components of emotional intelligence in different combinations.The best leaders do not adopt just one style of leadership; they are skilled at several, and have the flexibility to switch between styles as the circumstances dictate.

Managerial Coaching is about developing and maximising an individual employee’s potential which will consequently impact positively on the organization’s performance. It is about more inquiry (ask) and less advocacy (tell) which means helping that individual to learn rather than teaching. Coaching sets out to embrace the employee as an individual and understands the organisational context in which the employee operates. It seeks to achieve alignment between the individual employee, team and organisational goals.

Being able to establish Trust with a coachee (team member) is one of the most important aspects of the coaching relationship. (See the above diagram on the right). The apex of Trust is ensuring that the Intent of the relationship is unambiguous, free from agenda and focused on the outcomes which the coachee is seeking to achieve. In the development of the relationship, trusted coaches focus on the coachee, rather than on themselves. Having established a clear Intent and commenced building a sound, transparent relationship, a corner stone is being consistent and engaging with the Words chosen and shared.  The correct alignment of Intent, Relationship and Word, establish and foster the growth of Trust, without which no amount of coaching will create enduring and positive results for the coachee. 

Organisations need leaders to visualise the future, motivate and inspire employees, and adapt to changing needs. Our research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact.  As leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have subtle and direct ramifications.

The ability to coach leaders is a core competency for those helping organizations to develop. Through coaching, leaders learn how to optimize the value of teams and organizations. Leadership coaching helps clarify vision, beliefs, and values, and stretches the capacity to lead and influence. Leaders then become catalysts for change within their organizations.


Sattar Bawany (2015), ‘Creating a Coaching Culture: Leveraging on Corporate Coaching Skills’ in Leadership Excellence Essentials, Issue 02.2015. E-copy is available here

Diane Coutu and Carol Kaufman (2009), ‘What can Coaches Do for You?’ Harvard Business Review, January 2009 issue. Available Online here

Harvard Business Review (2013), HBR Guide to Coaching Your Employees, Harvard Business Review Press, Boston, Massachusetts, MA, USA

John Whitmore (2009), Coaching for Performance, Growing People, Performance and Purpose, Fourth Edition, Nicholas Brearley Publishing, London, UK