Coaching

As a leadership/behavioral coach, Chris's goal is to help successful individuals have a positive change in behavior that is sustainable and that is recognized and acknowledged by others.

2Throughout his coaching career, he has coached numerous leaders and their teams using the Stakeholder Centered Coaching® process (based upon Marshall Goldsmith’s world-recognized philosophy and methodologies) that “guarantees improvement” of key leadership goals as evaluated by pre selected stakeholders. If improvement is not acknowledged by the stakeholders, Chris does not get paid.

The distinctive approach to his coaching process is built around the belief paradigms of successful people and how successful people get even better. The leadership development process is tailored to take advantage of the positive aspect of successful people's beliefs in overcoming other aspects that can interfere with their improvement.

The Stakeholder Centered Coaching® process is based upon three key principles:

  1. Place attention and focus on the stakeholders of the person being coached
  2. Emphasize feedforward
  3. Change behavior and perception in parallel

The Marshall Goldsmith Stakeholder Centered Coaching® methodology is a simple methodology that is neither time consuming nor difficult to understand. The method is based upon years of working with successful leaders who were willing to do what it takes to becoming even better leaders in their future. Without question, anyone who follows the Stakeholder Centered Coaching® Process will improve in his or her leadership.

Stakeholder Centered Coaching

Stakeholder Centered Coaching is a comprehensive process to help both internal HR coaches, and external coaches, become skilled in a form of behavioral coaching employed by Marshall Goldsmith. Marshall is widely recognized as one of the world’s most gifted coaches. This process is built around seven coaching skills that are practiced through customized real world problems faced by leaders. The two-day workshop is mainly learning by doing. Go to certification.sccoaching.com to learn more about this certification and when the next public “train-the-coach” will be conducted.

Similar to The Leader as Coach training the Principles that form the foundation for this methodology remains the same:

  • Place attention on the Stakeholders: the center of attention here is neither the leader nor the coach. The major attention is on the Stakeholders who are affected by the behavior the leader is attempting to change
  • Emphasize Feedforward: these are future oriented suggestions for improvement
  • Change behavior and perception: it is not only necessary for a leader to change; it is also necessary for those people around the leader to “see” the change and believe the leader will not regress

Topics covered in this workshop include:

  • How the belief set of successful people both helps & hinders improvement
  • The 7 Coaching Skills that facilitate positive behavioral change
  • Coaching the 7-Step Involving Stakeholder process
  • How to start smart in a coaching assignment
  • How to maintain momentum during the change process
  • How to sustain success and manage the transition out of the coaching assignment

Links to

  1. Introduction to the Coach’s Playbook
  2. Description of the Marshall Goldsmith Stakeholder Centered Coaching process
  3. AGENDA for 2 Day Workshop certification
Coaching Process

STEP 1: Define a Leadership Goal important to Leader and the Organization
Our methodology recognizes that one of the beliefs of successful leaders is the need to be the one choosing what to work on to improve and includes a cost/benefit analysis that helps the leader determine “Is it worth it” to proceed. Once a leader chooses a goal, the other decision tied to the chosen goal, is “Who are the relevant stakeholders?” 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. Before starting the development goal and list of stakeholders is approved by the leader’s manager.

STEP 2: Buy-in from Stakeholders to be part of the Process
As stakeholders are on the receiving end of leadership, the stakeholders’ perception of leadership effectiveness is pivotal. Therefore the Stakeholders are an integral part of this process and are recruited as valued members of the leadership change process. Either by the coach, or the leader, each Stakeholder is asked to actively participate in the leader’s improvement on an ongoing basis. They 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.

STEP 3: Stakeholder-Based Planning
An action plan is not developed based upon the coach’s expertise. The action plan is built from the initial request for suggestions from the Stakeholders. The Leader and the Coach collaborate to put together an action plan based on the input provided by the Stakeholders. 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.

STEP 4: Monthly Collecting 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. 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, this is communicated to all the Stakeholders.

STEP 5: Measure Leadership Change as perceived by Stakeholders
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, and what learning to take forward into the future.

After Action Reviews

Evaluations from Participants of The Stakeholder Centered Coaching Certification

After Action Reviews

One to One Results

Gerard  Iman | SVP IT 

“Another insight I have gotten from this is that I cannot be visible enough whether it be with the business, my peers, or my staff.  The more visible I am the easier things seem to go.  Also by using some of the communication skills I learned from my coach, Chris Coffey. I can deescalate situations more quickly to allow better rational discussion to get things resolved. I have worked hard to create an environment where people feel safe to express differing opinions and make suggestions.”  - Gerard Iman mini survey and AAR

Jeff Breen | SVP Sales 

“Changing my own behavior is not easy, especially when my day fills up with meetings and I’m playing catch up but the coaching plan has become part of my thought process DNA and I know I’ll carry with me. The coaching has been invaluable.  Thanks Chris and thanks to everyone who pushed me to do this.”  - Jeff Breen mini survey and AAR

Jerry Rossy | General Manager   

“Although when I first started this program I had a negative attitude, at the present time, I realize that thanks to the firm and Chris’ coaching I was saved from a possible career setback and overall found the experience to be rewarding in many ways: a happier life, stronger relationships (both internallyand externally), better negotiating skills and more. I am committed to continue with this program’s concepts and values because I believe in it and I’ve seen the positive results for me and the firm.” - Jerry Rosy mini survey and AAR

Joan Beck | Regional VP 

“I appreciated Chris’s insights and reminders.  Often when I was frustrated and overwhelmed with the noise and attacks by some, Chris simplified the process of next steps and how we can achieve the most positive result.  He reminded me often to get clarity and to really be clear myself.  His validation of the process and the resulting changes I felt in me and my management was most beneficial and rewarding.” - Joan Beck's mini survey and AAR

Kerry Peters | VP

“Chris was available when needed and on short notice, to help review specific situations and analyze how I performed or ways to improve throughout the last six months. He offered strong guidance on tough situations and provided honest feedback.” - Kerry Peters mini survey and AAR

Tom Lee | SVP Engineer

“Throughout this coaching process, Chris and I kept our weekly communication when we discuss the daily check list as well as other topics I encountered during this process.”  - Tom Lee mini survey and AAR

Jack Clarkson | CFO

"Consistently working my plan has helped me be more conscious of my behavior and the behavior of other people.  The daily worksheet that Chris and I created keeps me focused.

I need to make more opportunities to follow up with people and ask if they have noticed a difference. In the past, this felt awkward to me and a little too “staged”.  Now, I have informed stakeholders to expect that I will do this, so I feel a little more at ease asking.

 Stakeholders do notice hard work and appreciate it.  I felt good that people acknowledged it and also understand they are looking for more. Chris’s ability to keep me focused. In addition, he  help me think issues through, be able to see the big picture and articulate it effectively.  Thanks Chris"  - Jack Clarkson's mini survey and AAR

"I help successful leaders get even better by developing themselves, their people and their teams." - Chris Coffey

 

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