Stanford Business School recently surveyed more than 200CEOs, board directors and senior executives of North Americanpublic and private companies and found that nearly all the CEOssurveyed thought that establishing a professional relationship toreceive leadership advice or coaching would be valuable.

Only one third of the CEOs were receiving professionalleadership guidance currently, despite the fact that 100% of theCEOs in the survey responded that the process of receivingleadership advice was a positive one.

So the words, “It's lonely at the top,” certainly reflect therationale for why confidential and often vital strategic leadershipadvice can be so valuable. Nearly 80% of directors said thattheir CEO is receptive to leadership advice and coaching.

One of the most significant challenges stated by 43% of CEOs isstrengthening conflict management skills, based upon their need tomanage multiple constituencies on a daily basis.

Negotiating and navigating through conflicting and politicalagendas in a strategic way can be an invaluable asset whendifficult decisions need to be made. CEOs often walk a tightropeand this can require assistance that can be invaluable.

When skills such as communication, sharing a vision, developingtalent and mentoring, enhanced strategic thinking, and identifyingcore values and linking them to strategic decisions are enhanced,not only does the CEOs career thrive, but so does the culture andorganizational results.

Confident executives benefit from learning skills, through anindependent perspective, that enhance their ability to lead.Setting clear objectives based on values enables CEOs to engagepeople and build a culture of accountability. Fostering the rightlevel of engagement behind a CEO's vision is a desired outcome ofthis kind of engagement.

Inventing new ways of working is a difficult process, but it isactually a process that can be learned. Active listening isrequired and incisive questioning is part of this process. It takesan intense amount of time and energy to accomplish insightful andclear dialogue that impacts behavior and leads to effectiveresults.

Not all advisers are created equal. Experience is crucial tothis conversation. Always ask the difficult question of an adviseras to what their specific experience is in mentoring CEOs. A hugebenefit in this conversation is people who have served on boardsand been CEOs. Therefore, the advice is built upon practicalexperience, not just reading an article or getting certified.

Confidentiality and integrity are both critical for thisrelationship to be successful. A bond of trust develops that allowsthe executive to express concerns and explore alternatives throughthis process that might not otherwise be possible.

Some senior executives may not be aware of the skills they needto sharpen, which will limit their upside potential. Coaching canbring awareness and action in response.

Frequently, boards ask whether a CEO should serve as a member ofthe board of directors. In my experience, that is critical for theengagement of the board and the CEO. By having the CEO as a memberof the board, this eliminates political jockeying and lack ofalignment.

Direct communication with board members and the CEO buildstrust, open communication and efficient use of time. It isincredibly important that the CEO also engage the board in betweenmeetings at the right level and use them as a sounding board.

CEOs are well-served by advisers who remind them to stay intouch on a monthly basis with their board. Executive summaries thatoutline progress being made are critical. This is enormouslyhelpful in leveraging experience, knowledge and progress.

A good adviser supports the client's continuous learning andintellectual curiosity, critical traits in today's demandingenvironment. Daily work requirements, however, often limit time forlearning. But this learning is critical to being able to articulatemeaningful strategic messages that reflect key trends andcurrency.

Being able to articulate principles and values and taking peopleto a higher ground, is a strategic skill that can be developedthrough the right executive consultative relationship.

Part of the dirty truth is that coaching requires candid anddirect feedback. In health care, data tells us that if you requirea diagnostic protocol, you are always better off going to aprofessional who conducts that procedure on a very regularbasis.

As with coaching, choose your adviser very carefully. In healthcare, a bad outcome affects your health. In business, a bad outcomecan destroy your career and your organization.

Stuart R. Levine is chairman/CEO of Stuart Levine &Associates. Contact (516)465-0800 or stuartlevine.com.