Marshall Goldsmith Stakeholder Centered Coaching
The Stakeholder Centered Coaching process guarantees measurable leadership growth. The efficacy of Marshall’s Stakeholder Centered Coaching approach has been clearly demonstrated:
- More than 100 great top executives, great leadership thought leaders and great HR development professionals have firsthand experience in working with Marshall Goldsmith and applying his Stakeholder Centered Coaching process for themselves and their organizations.
- A comprehensive study among 11,000 business leaders in 6 multinational companies on 4 continents concluded that 95% of leaders who consistently applied the Stakeholder Centered Coaching process measurably improved their leadership effectiveness (“Leadership is a Contact Sport”, Strategy & Business Sep 2004).
- Stakeholder Centered Coaching does not require any ‘extra valuable time’ from busy business executives as the coaching and leadership change process is integrated in his/her leadership role on the job.
- The Stakeholder Centered Coaching program includes a success guarantee. Our commitment is to support leaders to become more effective in their organization, and that commitment is also demonstrated in our coaching service fee structure where 50% of the coaching fees for the year long program are subject to measurable change demonstrated by the leaders as assessed by his/her stakeholders.
Stakeholder Centered Coaching has a strong emphasis on implementation and follow through. As Marshall puts it: “Leadership Change and Coaching are simple but not easy!”
The Stakeholder Centered Coaching developed by Marshall Goldsmith is a highly effective, transparent, structured and time efficient process that works as follows:
- Determine 1-2 Leadership Growth Areas Important to the Leader and the Organization
In consultation with the coach, the leader selects 1-2 specific behaviors that are important for his/her leadership growth (e.g. empowerment and decision making). Behavioral interviews and multi-rater leadership assessments (1800 – 3600) are used to determine the aforementioned focus.
- Leading Change Involving Stakeholders
The leader selects a handful of stakeholders mostly boss(es), direct reports and peers. Throughout the coaching program the leader involves these stakeholders on a monthly basis in the leadership growth process. This creates accountability for the leader to implement the change, as well as accountability for the stakeholders to support and to take part in the change process, which impacts and benefits the leader’s team as a whole.B1. Involve Stakeholders to Capture Feedforward Suggestions
On a monthly basis the leader asks stakeholders to provide a few practical feedforward suggestions as it relates to his/her leadership growth areas.
B2. Stakeholder-Based Monthly Action Planning
The leader thinks through the feedforward suggestions from the stakeholders and drafts a monthly action plan. During the coaching session the leaders works on skill development and finalizes an action plan which the leader is committed to execute during the next month. After the coaching session the leader responds to the stakeholders informing them about his/her action plan.
B3. Change behavior and perception through execution on the job
Throughout the month, the leader implements his/her action plan and demonstrates to the stakeholders through his/her actions that he/she is working to make change visible and become a more effective leader in the two selected leadership growth areas. Implementing change and following up with stakeholders also alters the stakeholders’ perceptions of the leader over time.
- Perception is Reality: Measure Leadership Growth based on Stakeholders’ Perception
The coach checks in with the stakeholders approximately every quarter via a short internet based survey, to measure the stakeholders’ perceptions on how they see the leader’s effectiveness has been changing in the two leadership growth areas. This Leadership Growth Progress Review is reported back to the leader (and the sponsor) so that he/she can gauge how his/her leadership change efforts have been perceived by the stakeholders. This survey also plays a key role in guaranteeing and measuring leadership growth for the leader and the organization.