In my executive coaching experience, it truly takes a village to grow a leader. Yet, in most organizations, it’s assumed that you, “the manager”, are the person whose responsibility it is to grow your people. Most managers today find themselves often without enough time or energy to make this a priority, and human potential is compromised.

Yet, there is a different way. This different way is called “Stakeholder Centered Coaching”. It is a process that has been proven by the #1 Leadership Coach, Marshall Goldsmith, to have a 95% success ratwith leaders. If you could have a virtually guaranteed way to improve your leadership effectiveness, would you use it? Here’s how this works:

 

Five Steps for Successful Stakeholder Centered Coaching

Each leader identifies behaviors they would like to practice more of. In my executive coaching work with Fortune 500 leaders, I conduct 360-degree feedback interviews. From these interviews, we determine the leader’s strengths as well as their opportunities for development. Once this is debriefed with the leader and their manager, the leader selects two to three specific behaviors that they want to practice more of (e.g. proactively reach out and collaborate with peers, delegate more to direct reports, etc).

The leader engages stakeholders to help them shift their behaviors. I recommend that a leader identify no more than five to seven stakeholders (bosses, peers, direct reports) to help them make the shift in behaviors. The leader approaches them with the specific behaviors and asks for help and accountability. The conversation goes something like this:

  • Thank you for participating in my 360 feedback. Based on this feedback, I have decided to practice more these specific behaviors (specify chosen behaviors)
  • I would like your help in practicing and holding me accountable for these behavior shifts. Would you be willing to do that?
  • What ideas do you have for me to do more of (specify chosen behaviors)?
  • From your perspective, what actions on my part will demonstrate progress in these behaviors?
  • I plan to share my progress/plan with you monthly. Would you be willing to give me quick feedback/ideas monthly?
  • Would you be willing to take a quick survey once a quarter to help me monitor my progress?

Involving stakeholders is critical to this process because it creates shared accountability for change. It also creates more supportive, interdependent and trusting relationships with stakeholders. Stakeholders are now involved in the shift in perception and impact that you’re creating.

The leader creates an action plan and shares it with their executive coach and stakeholders. The leader creates a 1-page bullet point action plan that they share with their stakeholders monthly. During the sessions with their executive coach, the leader discusses progress, challenges, new opportunities to engage and learn. Each month they solicit feedback from their stakeholders on their plan.

The leader executes their action plan and gets learning and new insights. As new behavior is practiced and leaders get feedback from their stakeholders, they are able to get new learning and start to create new leadership habits.

The executive coach measures and reports progress on a quarterly basis. Once a quarter, the executive coach gets feedback from stakeholders via a quick internet-based survey and shares this feedback with the leader and their manager(s). This measures progress against the behavior goals to bring greater accountability and results to the executive coaching process.

The Stakeholder Centered Coaching model overall brings more accountability and results to the coaching. It also creates a culture where growing others is not just the responsibility of a leader, but that of the organization, creating a culture and people that are more open to learning and growth.

What are opportunities for you to use this model in your leadership growth? What do you see as the challenges?

If you are part of an organization that hires executive coaches, reach out to me for the “Tool-Kit for Executive Coaching Impact“. It helps HR leaders optimize the impact of their executive coaching program.