Facing the need for executive psychotherapy can be very tough for any executive.
A well-educated, articulate and generally self-responsible person finds themselves with a problem that they cannot solve. If they could have solved it, therapy would not be required.
Getting to the point of wanting to seek executive psychotherapy can be deeply distressing for any executive. There can be a sense of loss of control, a sense of failure, a sense that somehow, they should have been able to solve this problem. If the person cannot overcome that sense of failure, they can deteriorate very quickly – mainly because the problem persists as does the sense of failure.
When an executive faces and accepts that the problem is outside their ability to solve that is the first step to success in executive psychotherapy. Of course, there is much to be admired and much to be gained when an executive takes that step: the highest achievers know when to ask for help and gladly delegate what needs to be done to others more skilled in whatever area of expertise is required to get the job done.
An executive does not lament her/his lack of expertise in carpentry when such a job is required. Neither should s/he lament the inability to solve a problem that requires a qualified and experienced psychotherapist.
In our multi-skilled world, we simply cannot acquire the skills to solve every possible problem we face. Even skilled and advanced psychologists and psychotherapists have problems that require the expertise of a professional with expertise in another area.
Executive psychotherapy is a specialised field and most psychologists do not have the knowledge to deal effectively with the problems with which executives present, and neither should they. They are expert with other client problems, and have chosen their speciality accordingly.
Encouragingly, many people who consider executive psychotherapy never use it. Why? Often, taking the step to accept that the problem is one that needs help, triggers a willingness to ask trusted others for help, someone other than a specialist in executive psychotherapy. The other may be a friend, a colleague, a relative, sometimes even a stranger on a plane or train.
Very often a frank conversation with someone, without any training in the field, who is a skilled listener, who can offer a different perspective, is all that is required take the executive to the point where s/he feels able to solve the problem.
Sometimes, the problem is more complex, and however helpful the other is, executive psychotherapy may be the quickest way to get back on track.
Of course, if cost is a consideration and a waiting list of several months is of no consequence, the NHS in the UK provides plenty of therapists, and you maybe able to find one who understands the issues relevant to executive psychotherapy.
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