Executive coaching as a means to improve one’s skills and abilities is a fairly recent phenomenon within organizations as a favorable activity for up-and-comers or personnel in the C-Suite. In the 1970’s companies rarely talked about coaching for their executives, although it is suspected that the practice occurred, but behind a veil where it was not studied or discussed. In the 1990’s executive coaching started to receive more attention. Executive coaching was a tool used oftentimes as a last resort for executives who had behavioral issues or personalities which threatened the dynamics or culture of an organization. However, since the beginnings of the twenty-first century, executive coaching is being used as a developmental tool for high-potential employees and executives transitioning to new roles, taking on additional responsibilities, or in need of exercising additional influence within the organization. In the ever-changing business environment it is expected that executive coaching will be needed for many managers and executives as they navigate their road to the C-Suite and within the C-Suite. A study by Stanford Leadership Development & Research and the Miles Group found that "Nearly Two-Thirds of CEOs Do Not Receive Outside Leadership Advice – But Nearly All Want It".