Do you run a company or serve on an executive committee, and are you considering a paid position on a board of directors? Executive “coaching ” can prepare you for this, provided you understand what it truly entails.
The “ coaching ” helps you take a step back, identify risks, and mentally prepare for the challenges of serving on a board of directors. The training program, on the other hand, teaches you the role of a board member. And in Switzerland, only one type of board member is compensated for their service:the independent director.
As an independent director for over 26 years and a coach r of board members, I’ll explain how these three dimensions fit together.
In summary
In this article, I discuss:
– Why executive “ coaching ” is neither consulting, nor training, nor “ mentoring.”
– Why only independent directors, who hold no shares in the company, are compensated for their term of office.
– Why training takes precedence over “ coaching ” when seeking a seat on the board of directors.
– The factors that determine a director’s compensation in Switzerland.
– How to build your profile as a director and prepare effectively.
Executive " coaching ," Tailored Support for Decision-Makers
Definition: Executive co coaching ing is a form of individualized, confidential support that helps decision-makers find their own solutions to the pressures, choices, and responsibilities of their role.
coach focuses heavily on the executive's personal experiences: the pressure they face, how they manage it, and how they navigate complex situations. He is neither a consultant nor a trainer.
A clear definition: neither training nor mentoring
Four professions are often confused:
- Consulting: The executive has a problem; the consultant provides a solution.
- Training: The trainer imparts knowledge and skills.
- " mentoring ": The mentor shares his experience and offers advice.
- coaching: The " coach " supports individuals in their personal development so that they can find their own solutions.
"A consultant provides the solution. A ' coach ' helps the executive find his or her own."
Sometimes a “ coaching ” may reveal a need for training. The “ coach ” can then, in a fully transparent manner, assist the executive in pursuing specific training, if it falls within its area of expertise.
Who is this for? CEOs, executive committees, and future board members
The Executive " coaching " is intended for all decision-makers:
- current executives (CEOs, general managers);
- members of the executive committee;
- transition frames;
- current and future board members.
Regardless of the profile, the “ coach ” remains true to its “ posture ”: it remains neutral and does not influence decisions.
coaching s for a board member are more complex than those for an executive director, because the legal stakes are much higher. There is also a subtle difference: the focus is more on the board member’s skills and how to highlight them.
Why an Executive " coaching " Prepares You for a Role on the Board of Directors
Let’s be clear: explaining to an executive how to become a board member is not “ coaching.” It’s training, because we’re teaching them the role of an independent board member and how it works.
coaching s also play a role at other times: to help a director prepare for board meetings or for joining a board of directors. They enable directors to identify for themselves the risks, challenges, and complexities of the issues at hand, and to mentally prepare for the difficulties of board meetings.
Develop a vision for governance, not just for management
The manager is focused on a set path. He is like a cyclist on a very long ride: he has to pedal, pedal, pedal.
The executive, on the other hand, looks far into the future. He must keep an eye out for both opportunities and risks and maintain a broader view of the company, taking a much broader perspective.
- Operational role: managing teams, clients, web business , and the day-to-day operations of the company.
- The role of governance: setting the long-term vision, overseeing, and making decisions.
The board of directors rarely mediates: it’s the board that makes the decisions. Mediation involves making compromises, but sometimes a decision must be made.
Position yourself as an independent director, not as a shareholder
These are two very distinct roles. Serving on the board of a company in which you hold shares is always a delicate matter, and even more so when you are the majority shareholder. Experience has shown me that a director who is also a shareholder rarely has the ability to take a step back.
Change often occurs when the board of directors identifies governance issues and decides to appoint an independent director. The director’s presence brings a much greater degree of openness, including for shareholder directors.
An important point: an independent director does not coach the company’s CEO. That is not his or her role at all.
Key Skills Developed by a Future Administrator
Corporate Governance and Legal Responsibilities
In Switzerland, directors are held liable. This requirement has also been strengthened in other countries, notably Germany and Belgium.Article 716a of the Swiss Code of Obligations sets forth the powers that the board of directors may neither delegate nor have revoked, including:
- exercise overall management of the company and issue the necessary instructions;
- set theorganization ;
- establish the principles of accounting, financial oversight, and, if necessary, the financial plan;
- appoint and remove the individuals responsible for management and representation;
- exercise general oversight over these individuals;
- prepare the management report, organize the general meeting, and carry out its decisions;
- take action in the event of insolvency, including notifying the court in the event of excessive debt.
That is why a minimum level of training is required to serve on a board of directors. That is precisely the training I provide at AAA+, in addition to the board of directors’ “coaching .”
Collegial Decision-Making and Risk Management
These are two different concepts.
Collegial decision-making depends on many factors: first, the charisma of the board chair, and second, the ability of each member to compromise. This is where the independent director makes the greatest contribution: he or she provides the vision.
Risk management is a different matter. Risk analysis is the responsibility of executive management: it is the management team that understands the market, the competitors, and the production constraints. The board’s role is to challenge management and assess these risks. Here, too, education comes first; the coaching then helps board members fully understand the issues at stake.
Posture, independence, and legitimacy in relation to the board
The role of an independent director is essential posture . It requires charisma, true independence, strong analytical skills, and extensive experience. The director must be able to interact with shareholders, executive management, and various committees (compensation committee, joint committees, etc.).
"Independence can be learned and coached, but above all, it’s a mindset."
In fact, some people are just naturally gifted with it.
How much does a board member earn in Switzerland?
There is no single pay scale. In Switzerland, a director’s compensation depends primarily on the size of the company and the level of risk. And there is only one type of director who is actually compensated by the company for serving on the board: the independent director.
Attendance allowances and fees: an outdated concept
Talking about attendance fees is a way of thinking that belongs to the last century. Today, a director doesn’t serve on the board simply because he or she attends a meeting, but because he or she takes risks all year long.
"We don't sit on the board just to attend a meeting, but because we bear the risks all year round."
Here is a summary table of the directors' profiles and their compensation.
| Profile | Why he is serving | Compensation |
| Shareholder-Director | Protect your investment, with interest rates that vary depending on your share (10% or 60% of the principal, for example) | Generally unpaid, with some exceptions |
| Employee Administrator | To represent the company that employs him or her, when that company is a shareholder | Included in his salary |
| Managing Director | Represent a shareholder who holds a seat on the board | Paid by the shareholder he represents, not by the company |
| Independent Director | Contribute expertise and added value without holding shares | Paid by the company for his term of office |
Factors that affect compensation (size, industry, risk)
There are many factors to consider:
- the number of employees;
- the type of business (such as a technology or consulting firm);
- operates internationally or only in Switzerland;
- risky technologies or a regulated industry;
- the number of shareholders;
- financial difficulties or ongoing legal disputes.
These figures are calculated using specific methodologies, which we at AAA+ are well versed in.
How does executive coaching with coaching work?
Assessment, Objectives, and Agreement
For executive coaching , it is essential to choose trained and experienced coaches. The entire framework must be formalized in writing, particularly the coach ’s commitments: to remain within the established framework, not to abuse the coachee’s trust, and not to take advantage of their position.
The same principle applies to a director’s term of office. An independent director must have a contract, which begins with a letter of engagement. It defines the objective: if the company hires you as an independent director, it is because of your skills.
At AAA+, we can not only establish the director’s mandate but also conductthe strategic analysis needed to determine whether or not the independent director should join the board of directors.
Session Schedule and Duration: What to Expect
The frequency of board meetings varies greatly from one company to another:
- at least one board meeting per semester, plus the general meeting;
- often one tip per month;
- During times of crisis, sometimes one piece of advice a week.
The duration varies just as much. A non-strategic decision can be made in a half-hour videoconference, or even via email. An important decision may require a three- to four-hour meeting.
Practical Steps to Prepare for Joining a Board of Directors
Building Your Administrator Profile
- Get training: Without training, it’s impossible to secure a position as an independent director.
- Defining your areas of expertise: a background, expertise, or characteristic that meets a specific consulting need.
Here’s an example: A company that sells its products to 18- to 25-year-olds would be well advised to have at least one member of that generation on its board of directors. Their needs are very specific, and we can help you define the ideal candidate profile.
Participate in specialized events and engage in ongoing professional development
Continuing education is essential. There is no continuing education organization in Switzerland specifically for directors. However, an AAA+ partner company organizes between 5 and 10 events each year dedicated to corporate governance. For those who are interested, we can also develop a customized continuing education program.
On September 27, 2026, Fabienne Revillard and I hosted a free webinar on boards of directors in Switzerland. To stay informed about upcoming AAA+ webinars and events, please contact us.
Frequently Asked Questions
Do you have to be a shareholder to serve on the board of directors and receive compensation?
No. A shareholder director serves to protect his or her investment and, in principle, is not compensated. The only director compensated by the company for serving on the board is the independent director, who does not hold any shares and contributes his or her expertise.
Can an independent director coach the company's CEO?
No, that is not the director's role. The director takes a long-term view, monitors, and challenges management. The CEO's " coaching " is the responsibility of a " coach " outside the board of directors.
Do you need training to become an administrator in Switzerland?
Yes. Article 716a of the Swiss Code of Obligations assigns the board of directors certain powers that it may not delegate, and directors are personally liable. Without training, it is virtually impossible to be appointed as an independent director.
How much does an executive " coaching " cost?
The fee depends on the objectives, duration, and frequency of the support. AAA+’s terms and conditions are detailed in its documentation, which is available upon request from the firm.
If you are considering a board position or would like support in your role, please feel free to contact me for an initial discussion: Eric Maire
For more information, please also contact: Fabienne Revillard
Would you like to explore the topic further? These articles may also be of interest:
How to Coach Boards of Directors?
Why coaching ? 15 essential reasons
How to make your board more effective?
Career Reorientation and Career Choices: Practical Advice
Author : Eric Maire has been an independent professional director for more than 26 years and serves as a “ coach ” at AAA+ Coaching , and Training. He has held more than 50 board positions in Switzerland and internationally. For more than 20 years, he has advised executives and board members and provided training in corporate governance.
His areas of expertise: board of directorcoaching , director training, governance and strategy, and executive coaching .
Published in September 2026
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