Consultant, Heal Thyself

Aconsultant whom I’m coaching calls me with the following conundrum: She has been asked to perform an evaluation of the CFO by the CEO. Her first approach is to interview the CFO’s five direct reports. Those five peers tell the consultant that the CFO, while technically excellent, doesn’t listen, doesn’t give adequate praise or reward, is aloof, and may have a drinking problem because she was seen somewhat tipsy at an office party, and often takes very long lunches. The consultant has asked me how to break this bad news to the CEO and whether or not to confront the CFO before, during, or after meeting with the CEO.