Executive coaching is often sold as a way to fix a weakness. In practice, the more useful version of it is closer to a structured mirror: a regular, honest check on the gap between how you think you’re coming across and how you’re actually landing with the people around you.
The change that sticks isn’t usually dramatic. It’s smaller and more specific – a habit of pausing before reacting in a tense meeting, a clearer way of framing a difficult ask, a willingness to name a conflict instead of managing around it.
