Leadership Coaching

Alec helps successful leaders get even better by improving themselves, their teams, and their communities. Alec is an MGSCC certified Executive and Teams Coach who offers coaching, team management and leadership skills workshops using the Marshall Goldsmith Stakeholder Centered Coaching program.

Ask yourself a simple question. If you were to get better as a leader, in key skills such as communication, collaboration, building trust, more effective delegation, what would the benefits be to you? To your team? To your personal life?

SCC Outcomes

What is MGSCC?

SCC or Stakeholder Centered Coaching is a term coined by Dr Marshall Goldsmith, who developed this coaching framework as a result of his experience of working with leaders who were willing to listen to the people around them to become even better leaders in their future.

Many leading companies, such as Apple, Ford, Coca Cola, McDonalds, IBM and LG all use SCC for their leaders. Why? Because it delivers guaranteed and measurable leadership growth.

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 become even better leaders in their future. Without question, anyone who follows the Stakeholder Centered Coaching® Process will improve in his or her leadership.

The 3 Working Principles of SCC

MGSCC framework has 3 principles to improve the leader’s performance.

Want to know more? Connect with Alec to discover how MGSCC can improve your leadership, your team, and your performance.

The principles that form the foundation for this methodology remain 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 behaviour the leader is attempting to change
  • Emphasize Feedforward: these are future oriented suggestions for improvement
  • Change behaviour 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

STEP 1:  Define a Leadership Goal important to Leader and the Organization

Our methodology recognises 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 behaviour 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 leader’s 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.

MGSCC believes the leaders who transform themselves into even better leaders practice the following three values.

  1. Courage to ask others for a feedforward
  2. Humility to accept the opinion of others
  3. Discipline to change themselves

Feedback & Feedforward

This method is only successful when the leader is open to receive feedback and feedforward from the stakeholders and willing to change their behaviour based on the input. The process starts with the leader being authentic and vulnerable enough to: