Executive, Leadership and Performance
Coaching
Executive, Leadership and Performance Coaching
Certified by Marshall Goldsmith's Stakeholder Centered Coaching
Focus Areas
Marshall Goldsmith's Stakeholder Centered Coaching Cycle
- Stakeholder Centered Coaching (SCC): A discipled process where a Leader chooses a development goal and relevant Stakeholders, who are recruited and used to help the Leader achieve a positive long-term change in leadership behavior that is recognized and acknowledged by others.
- Systems Approach: SCC uses a systemic process to help a Leader achieve a positive long-term change in behavior. This is accomplished by bringing the people whose area affected by a Leader’s behavior into the process. It is the Leader’s manager, peers and direct reports (along with the coach) who participate in and support the change process.
- SCC’s a Five-Phase Cycle:
- Phase I: Choose a Leadership Goal, then choose participating Stakeholders
- Phase II: Enroll Stakeholders as Key of the Process
- Phase III: Develop Action Plan using Stakeholders' Input
- Phase IV: Follow-up with Stakeholders receiving their feedback and feedforward
- Phase V: Measure Results through Stakeholder Perception of Improvement
Leadership and Performance Coaching Process
Stage 1
1.1 Discovery and Assessment
- Pre-Coaching Questionnaire: sending a questionnaire to the leader to gather info about their experience, current role, goals, challenges, and expectations.
- 360-Degree Feedback: conducting a 360-degree feedback assessment, collecting input from the peers, and other relevant stakeholders.
- Personality Assessments: administering assessments to gain insights into the leader’s personality traits, leadership style, and areas for development.
- Initial Consultation: scheduling a one-on-one meeting to discuss the assessment results, clarify goals, and set expectations for the coaching process.
- Define Success Criteria: defining what success looks like in the context of the executive’s development.
1.2 Development Planning
- SMART Goal Setting: helping the leader set Specific, Measurable, Achievable, Relevant, and Time-bound goals that align with their personal and organizational objectives. Break these goals down into short-term and long-term milestones.
- Development Plan Creation: developing a customized development plan that outlines specific actions, timelines, and resources needed to achieve the leader’s goals. This plan should include skill development, behavioral changes, and mindset shifts.
- Stakeholder Alignment: ensuring that the leader’s goals and development plan are aligned with the expectations and strategic objectives of key stakeholders, such as their board, supervisors, or direct reports.
Stage 2
2.1 Coaching Sessions
- Regular Coaching Sessions: scheduling bi-weekly or monthly one-on-one coaching sessions. Each session has a clear focus, whether it’s developing a specific skill, addressing a challenge, or reflecting on recent experiences.
- Skill Development: focusing on developing critical leadership skills, such as strategic thinking, decision-making, communication, conflict resolution, delegation, and emotional intelligence.
- Behavioral Coaching: addressing any specific behaviors that may be hindering the leader’s effectiveness. This could involve managing stress, improving time management, or enhancing interpersonal relationships.
- Mindset Coaching: working on shifting any limiting beliefs or mindsets that may be holding the executive back.
2.2 Application and Feedback
- Shadowing: shadowing the leader during key meetings or interactions to observe their behavior, communication, and decision-making in real-time. Providing immediate feedback on what went well and what could be improved.
- On-the-Job Coaching: offering real-time coaching during critical moments, such as before important presentations, negotiations, or performance reviews. This helps the leader apply what they’ve learned in high-stakes situations.
- Feedback Loops: establishing continuous feedback loops, where the leader can reflect on their actions, receive input from stakeholders, and make adjustments as needed. Encouraging them to seek feedback proactively from their team and peers.
Stage 3
3.1 Adjusting the Plan
- Progress Reviews: conducting regular progress reviews to assess the leader’s development against the established goals. Using the feedback from stakeholders, self-assessments, and observable outcomes to gauge progress.
- Adjusting the Development Plan: based on the progress reviews, making necessary adjustments to the development plan. This could involve revising goals, focusing on new areas of development, or introducing additional resources.
- Mid-Engagement Check-In: Midway through the coaching engagement, having a more formal check-in with key stakeholders to ensure alignment and discuss any changes in the leader’s role, responsibilities, or organizational goals that might affect the coaching process.
3.2 Strategic Alignment
- Strategic Alignment Sessions: facilitating sessions where the leader aligns their personal development with the broader organizational strategy.
- Leadership Branding: helping the leader develop their leadership brand within the organization. This involves defining how they want to be perceived as a leader and ensuring their actions, communication, and decisions reflect this brand.
- Change Management: if the leader is involved in managing significant organizational changes, providing coaching on change management principles. Helping them navigate the complexities of leading through change, including managing resistance, communicating vision, and sustaining momentum.
Stage 4
4.1 Executive Presence
- Executive Presence Coaching: working on aspects of leader presence, such as gravitas, communication style, body language, and confidence.
- Public Speaking and Communication: providing coaching on public speaking, presentation skills, and effective communication. This could include developing impactful presentations, or communicating complex ideas clearly and persuasively.
- Influence and Persuasion: helping the executive develop their ability to influence others, build coalitions, and gain buy-in from key stakeholders.
4.2 Reflection and Growth
- Reflective Journaling: encouraging the leader to maintain a reflective journal where they can document their experiences, insights, and learnings throughout the coaching process.
- Mindfulness and Stress Management: introducing practices such as mindfulness, meditation, or stress management techniques to help the executive manage the pressures of their role and maintain work-life balance.
- Values and Purpose Alignment: facilitating discussions around the leader’s personal values, purpose, and legacy.
Stage 5
5.1 Final Review and Transition
- Final Progress Review: conducting a comprehensive review of the leader’s progress against the initial goals.
- Sustainability Plan: developing a sustainability plan to ensure that the leader continues to grow and apply what they’ve learned.
- Feedback and Reflection: gathering feedback from the leader and stakeholders on the coaching process.
- Closure Meeting: holding a final meeting to celebrate the leader’s achievements, discuss any remaining challenges, and provide formal closure.
5.2 Ongoing Support
- Maintenance Sessions: offering ongoing or occasional coaching sessions to support the leader in maintaining their progress and addressing new challenges as they arise.
- Alumni Network: connecting the leader with a network of peers or other alumni from the coaching process, providing a community of support and shared learning.
- Periodic Check-Ins: scheduling periodic follow-up meetings to check in on the leader’s continued development, offering guidance, and adjusting the sustainability plan if needed.
Rates:
- Executive Coaching one-hour session: $500
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Stakeholder Satisfaction Executive Program:
$10,000 (3 months, 24 sessions) -
Sustainable Change Executive Program:
$18,000 (6 months, 48 sessions)