As the first Danish Marshall Goldsmith Stakeholder Centered certified Coach, I help successful and high potential Scandinavian leaders achieve positive, long-term, measurable change in behavior: for themselves, their people and their teams.
Marshall Goldsmith Stakeholder Centered Coaching is designed for successful executives and leaders who have been singled out by their organization as top leaders and high potentials. The goal of the process is essentially to maximize both personal and business ROI, and it has been used around the world with great success.
More than 95% of leaders who go through the Stakeholder Centered Coaching process measurably improve their leadership effectiveness according to their stakeholders.
This means that not only do leaders actually improve, but their improvement is recognized by those they work with, powerfully building their personal leadership brand equity.
By systematically involving stakeholders in the coaching process, it recognizes that leadership does not occur in isolation. Stakeholder Centered Coaching answers the question: who decides whether a leader is effective, the leader him or herself, or those who work with the leader? Integrated into execution on the job, the coaching process appreciates that time is a leader’s most valuable resource.
At the beginning of our coaching relationship, we get an agreement with our coaching clients and their managers on two key variables:
- What are the key behaviors that will make the biggest positive change in increased leadership effectiveness and
- Who are the key stakeholders that can determine (six to eighteen months later) if these changes have occurred.
You then only pay for the coaching once the leader have achieved positive change in key leadership behaviors – and become more effective leaders – as determined by their key stakeholders.
We all tend to see people in a manner that is consistent with our previous opinions and we “look” for behaviors that confirm our opinions. A leader may have actually improved, but without involving and following-up with others the improvement is not perceived.
Two important questions leaders and organizations must ask are:
- Who actually decides whether a leader is effective or has improved? The leader him or herself, or those who work with that leader?
- How effective and resource-efficient are leadership development initiatives that don’t change the perceptions of those who work with the leader?
If the answers to these questions are obvious and you, or a leader in your organization, wants to become even more successful by involving people working with you in your ledership development, then get in touch and let’s discuss how I can help.