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C-Level – Case Study

Written by: Roderick Mason, Executive Contributor

Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.


A case study showing the benefits of C-Level Executives/Professionals and them receiving coaching or peer groups.

C-Level Executives play a strategic role in a firm; they hold high positions and significantly influence company-wide choices. A C-Level Executive (also known as a C-Suite Executive) is in charge of an entire department or business units, such as Marketing, Finance, or Information Technology.

Many corporate executives and CEOs experience loneliness at the top and seek help from business coaching. Executives frequently believe that they are accountable for all major decisions. However, they may not always have access to a board of directors or an independent group of colleagues to rely on. Those who have anyone to turn to wonder if the information they receive is biased or has an agenda-whether their peers have the experience of being of high service.

It is a potent combination that produces excellent outcomes when CEOs have a coach they can rely on and a CEO peer advisory group.

Business coaching is one of the most effective ways to expedite your company's growth, improve your leadership skills, and create a clear vision for your company's future, as well as a plan to get there.

A business coach is an experienced executive who has worked as a CEO, senior executive, or business owner for many years. Your business coach should have professional mentoring training and follow a systematic framework for success. Because most business coaches recognize that personal issues can interfere with work performance and vice versa, they take a holistic approach to coaching and encourage clients to address any concerns.

Business coaching may assist you in simplifying your thoughts, focusing your work, making full business decisions, and holding you accountable and on time for agreed-upon outcomes. Your business coach can also be a great source of encouragement, a reliable ally, and help you identify your blind spots, which are growth barriers that we all have but would rather not be aware of.

Benefits of C-Level Executives:

  1. Data and analytics are readily available.

  2. Better visibility of your freight expenditures.

  3. Throughout the supply chain, including accounting, processes have been streamlined, and efficiencies have been boosted.

  4. Management of Cash Flow.

  5. Customer service has improved.

The C-Level Executives:

Chief Executive Officer

This is a company's highest-ranking position. CEOs are in charge of all corporate operations and decisions, as well as the organization's performance. The CEO is responsible for all other C-suite executives. In some circumstances, the company's founder or co-founder acts as the CEO. Leading the development of the company's short- and long-term strategy.

Chief Operating Officer

COOs are in charge of ensuring that all business plans and strategies are carried out properly. The COO is usually the CEO's second-in-command. They should have strong leadership abilities, business acumen, and the ability to manage, lead, and supervise a multidisciplinary workforce Strategy: They must excel in strategic thinking, be open to new ideas, and have better ways of doing things.

Chief Financial Officer

A CFO is in charge of the company's finances. They're in order of long-term planning and risk assessments, financial reporting, and the company's overall financial health. CFOs must be creative, grasp best practices, and understand how to add value to the firm. The necessity for someone to balance the finances, calculate the numbers, and do vital routine jobs will always exist, but the CFO role is considerably more dynamic today.

Chief Technology Officer

CTOs are in charge of a company's tech stack, including researching and implementing new systems, supervising security, and establishing infrastructure. The phrase Chief Information Officer (CIO) is frequently used to refer to the same position. When a corporation has both job titles, the CTO is in charge of developing new products and features, while the CIO ensures that IT systems are functioning correctly.

Chief Marketing Officer

This person is in charge of developing and implementing a business model. Those techniques could revolve around digital marketing, advertising, product positioning, events, and email campaigns, depending on the company's industry and objectives. A C-level corporate leader in charge of activities in a company that involves producing, communicating, and delivering value-added solutions to consumers, clients, or business partners.

Chief Human Resource Officers

CHROs are in charge of all aspects of an organization's human resources. They define how the business employs, promotes, trains, and assesses its personnel. Long-term HR plans, such as succession planning and talent acquisition, are also managed by them.

Case Study of Coaching for Behavior Change

A senior executive at an international central bank was set to be promoted. However, his ability to get the best out of his team and his behavior in meetings were both questioned.

He exhibited many of the qualities of a technological professional, despite his background as a chartered accountant. He was brilliant and quick-thinking, with an intelligent analytical approach to challenges. He appreciated the intellect of others and believed that if he consistently exhibited his own competency-even if it meant knocking others down- he would be highly ranked by his line supervisors. He was intolerant of those who thought more slowly than he did, one of his most significant flaws. As a result, more senior management, as well as members, were subjected to intolerance.

He also had a problem with his line managers because he didn't see the need to report on his progress and expected them to trust him to get the job done.

Coaching Influence

He was able to identify the source of his sensitivity through coaching and understand its impact on his career. People appreciated his intellect, but they feared his sharpness, and his use of sarcasm caused distrust among his colleagues, he realized.

He acquired a more thoughtful approach to others after six half-day, one-on-one coaching sessions over six months. He also took the time to thoroughly explain himself rather than assume that others understood, and his interpersonal and people management abilities had substantially improved. He was promoted and has maintained the improvements he made as a result of the coaching.


For the modern workplace, business coaching is the most effective method of behavior modification and employee performance. This is demonstrated by the fact that c-level executives have become increasingly educated and skilled throughout the years. Furthermore, there is an increasing emphasis on independence, innovation, and free thought, implying that team members are aware they have something valuable to give that could bring a valuable perspective. Therefore, coaching should be implemented in the majority of businesses for these reasons.


Coaching in the workplace can help your team form better ties. When team members feel more at ease with their leaders, they will be readier to seek assistance when problems emerge. Employees will feel more involved if you develop more intentional relationships with them through coaching. In addition, working with others enhanced employee motivation, according to a Stanford University study. Bonding with team members can also catalyze greater possibilities for positive feedback and communication.

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Roderick Mason, Executive Contributor Brainz Magazine

Roderick M. Mason is a Certified John Maxwell Speaker Trainer Coach and the founder of Holistic Coaching Solutions. A platform focused on delivering high-end corporate training services. He is a Certified Bucket List Coach, a Certified CBMC Leadership Coach, a Certified Primal Health Coach, and a Licensed Diversity & Inclusion Trainer. He is an avid seeker of knowledge who highly appreciates the notion of continuous improvement and growth.



  • Cheverton, R. (2001). A Leader’s Guide to Protecting Mavericks. The Journal for Quality & Participation, 7-9.

  • Bennis, W. (2000). Best Practices in Leadership Development Handbook. Jossey

  • Bass/Pfeiffer and Linkage.

  • Kanarak, C. (2001). Grab A Guru—Corporate Counsel Magazine.



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