After more than 30 years advising senior executives, I’ve noticed something: a handful of clients consistently get outsized value from me — not because they’re better leaders, but because they show up differently. They approach their advisor the same way they approach a high-stakes business challenge: prepared, intentional, and focused on outcomes. And because of that, their progress accelerates faster than anything a “traditional coaching model” could deliver.
If you’re thinking about working with an executive advisor — or you’ve already made the investment and want to make sure you get every ounce of value out of it — here’s the truth in kitchen-English: You get out what you put in. And with a good advisor, you can get a lot.
The Leaders Who Get the Most Value Come Prepared
The best clients don’t show up asking, “So, what should we talk about today?” They show up with something real on the table.
They send me materials in advance — presentations, strategy docs, emails to their board chair, a draft team structure — not because I need homework, but because they want to use our time to move something forward, not just “reflect.”
For example:
- A new business unit president once sent me his entire org chart and asked, “How do I restructure this to actually deliver on the strategy my boss expects in the next 18 months?”
That’s not a theoretical question. That’s advisory work. - Another leader prepping for a high-stakes meeting with her boss and her team asked me to role-play different opening frames so she could land the message with confidence and credibility.
Again — advisory, not theory. - I’ve had more than a few clients walk into a session ready to talk through how to exit a poor performer with dignity, or how to develop a high-potential leader who needs a very different kind of support.
When you come prepared with something specific — a situation, a decision, a draft, a relationship dynamic — I can roll up my sleeves and help you build the plan, the message, or the approach. That’s the advantage of having an experienced advisor who can think with you, not just ask how you feel about the problem.
The Second Group Who Gets Exceptional Value: The Ones Who Take Goals Seriously
This may sound obvious, but you’d be surprised how many leaders set coaching goals and then never look at them again.
The most successful clients treat their goals like a strategic plan for their own leadership. After we debrief their assessment and stakeholder feedback, they get incredibly clear about what they need to shift and why it matters. Then they actually use those goals to guide every session.
If a leader needs to strengthen how they create alignment, we mine their calendar to find opportunities to practice that skill — on Thursday’s product review, in next week’s board pre-read, or in a conversation with a direct report who always seems out of sync.
If someone needs to get better at leading through ambiguity, we don’t talk about “mindset” for an hour. We pick a real situation where ambiguity is causing friction, and we build the playbook to lead through it.
The leaders who make the biggest leaps don’t treat goals like décor. They treat them like commitments.
One Story That Says It All
Years ago, I worked with a senior leader stepping into a role where the stakes were incredibly high — new business model, new team, and a board watching closely.
On day one, he said, “Jennifer, I want you inside the real work with me.” And he meant it.He sent me drafts of strategy decks before they went to the CEO. He looped me into tough personnel decisions. He came to every session with a clear outcome in mind. When we set goals, he treated them like marching orders, not suggestions. He wasn’t looking for a purely Socratic coach; he wanted an advisor in the trenches with him. He grew faster than he thought possible — and his organization felt the impact within months. That’s the difference preparation and intentionality can make.
If You Want More From Your Advisor, Do This
- Show up with something specific.
A situation. A decision. A relationship dynamic. A draft. A concern. A hoped-for outcome. - Send context in advance.
Presentations, notes, emails, team structures, meeting agendas — whatever will help your advisor get up to speed so your session is about action, not downloading. - Take your goals seriously.
Treat them like commitments. Use them to focus your time. Look for real opportunities to practice. - Be willing to role-play.
The board conversation. The team message. The hard conversation with a direct report. Reps matter. - Be open to challenge.
A good advisor won’t just validate you. They’ll push you — with data, with feedback, with real-world experience.
The Bottom Line
A strong executive advisor will give you more than reflection. They’ll help you think, plan, communicate, restructure, influence, align, and navigate disruption — with speed and clarity.
But only if you use them fully.
If you’re ready to get the most out of an executive advisor, call us. It’s what we do.