HOW WELL DO YOU KNOW YOURSELF?
How well do you know how you’re perceived by others? Are you aware of your strengths in your leadership skills? Your weaknesses? Would you value focused support for improving specific skills like communication, delegation, listening, developing others, building trust, increasing executive presence, or holding others accountable? Are you interested in gaining knowledge, and competencies to help you be more effective in coaching others? Would you benefit from having a trusted partner to help you learn the truth about you and help you develop as a leader
I WORK WITH LEADERS:
I work with leaders who meet the following criteria:
- They have achieved success
- They want to focus on development of leadership behaviors (not technical or financial acumen behaviors)
- They want to work with a coach to become even more effective.
A STRAIGHT FOWARD APPROACH:
- Measurable outcomes regarding changes in the leader’s behavior as determined by stakeholders at the end of the coaching engagement.
- Confidentiality, confidence and a positive outlook.
- A straightforward approach that does not require significant amounts of time. (If it did, busy leaders would not do it.)
- A focus on changing leadership behaviors and perceptions of behavior.
- Consistent delivery by an experienced coach and former senior executive.
- Comprehensive assessment of behaviors from key stakeholders.
- Ownership and guidance of the areas of focus for improvement by the leader being coached.
Read more about the methodology below:
Marshall Goldsmith is a best-selling author and one of our nation’s top executive coaches. His methodology is the process he uses today and what he has used with over 120 CEOs and executives from Fortune 500 companies. His methodology is neither time consuming nor difficult to understand. But it’s not easy. The method is based upon years of working with successful leaders who were willing to do what it takes to become even better leaders in their future.
“We were a very successful team who took our performance to the next level. With Marshall’s help we identified our two areas and went to work. A team’s dedication to continuous improvement combined with Marshall’s proven process ROCKS!”
– Alan Mullally, CEO Ford Motor Company, former President and CEO Boeing Commercial Airlines – one of Business Week’s top ten executives for 2005.
What is unique about this process?
Stakeholder Centered Coaching is distinctive in 3 major respects. First, significant attention and focus is placed on stakeholders. Second, while feedback is an important part of the process, we also emphasize what Marshal Goldsmith termed “FeedForward” – a very simple process focusing on suggestions for the future. Third, results of changes in behavior are measured as well as perception of change by stakeholders. A leader who is willing to follow this methodology will need to have courage, humility, and discipline to succeed, but anyone who follows the Stakeholder Centered Process will improve in his, or her, leadership.
Why does this work?
• 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.
• More than 100 top executives, leadership thought leaders and HR development professionals have experienced the benefits of the Stakeholder Centered Coaching process for themselves and their organizations.
• Stakeholder Centered Coaching does not require any ‘extra time’ from busy business executives as the coaching and leadership change process is integrated in his/her leadership role on the job.
Results from 11,000 business leaders in 6 multinational companies on 4 continents. “Leadership is a Contact Sport” by Marshall Goldsmith and Howard Morgan, Strategy & Business.
The 5 Phase Process
Stakeholder Centered Coaching is a highly effective and time efficient process:
1. Select 1 goal for behavioral change: Working with the coach while using one or more leadership assessments, the leader selects 1 specific behavior that is important for his/her leadership growth and the organization. This includes a cost/benefit analysis that helps the leader determine “is it worth it” to proceed.
2. Secure buy-in from stakeholders to be part of the process: Every goal has a set of stakeholders who are relevant as the leader’s behavior both affects them and they are clear beneficiaries of the leader’s improvement. Stakeholders are an integral part of this effort and are recruited as valued members of the leadership change process. Stakeholders are asked to provide both feedback and feedforward to the leader and be willing to complete anonymous mini-surveys on the leaders improvement. The process starts with the stakeholders providing the initial input on the Action Plan by providing suggestions to the leader and coach.
3. Develop stakeholder-based Action Plan: An action plan is built from the initial request for suggestions from the stakeholders. The leader and the coach collaborate to put together a plan based on the input provided by the stakeholders for the next 30 days. The plan in part, or in total, is also put into a daily checklist for the leader to consciously keep the plan in his/her consciousness. The plan is distributed to the stakeholders so they are aware of what to look for in providing feedback and further suggestions to the leader.
4. Collect monthly stakeholder input: The leader uses the 7-Step Involving Stakeholder “do’s and don’ts” to monthly check in with each Stakeholder. During this brief 3 to 5 minute check-in the leader asks for feedback on the prior 30 days and any suggestions moving forward for the next 30 days in regard to the development goal and the action plan. The leader captures this input and shares the results with the coach. Together they collaborate on what to add, change, or modify for the coming month based upon stakeholder input. Any new action items created for the Action Plan is communicated to all the stakeholders.
5. Measure leadership change as perceived by stakeholders: On a yearlong assignment half way through, and the end of the assignment, a formal mini-survey is conducted with the stakeholders to assess the progress made on the development goal chosen by the leader. This is an anonymous survey conducted in order to validate the improvement made by the leader and to measure the change in stakeholder perception. With the results of the mini-survey, the leader does an After Action Review to pinpoint what happened, why it happened, what insights this provides, and what learning to take forward into the future. For 6-month assignment, the surveys are done at the 3/4 month period and at the end of the assignment.