We use the internationally acclaimed Marshall Goldsmith’s Stakeholder Centred Coaching methodology to help leaders unlock their potential and make their world a better space, one behavior at a time. Through thoughtful, rigorous and action-oriented processes, we empower leaders to live life on purpose.
Senior Executives in today’s corporate world are faced with an ever accelerating rate of change creating volatility and uncertainties around the markets. Often this means that they rapidly need to unlearn the success methodologies of the past, adopting behaviours that better adapt them to future roles and challenges. The Stakeholder Centred Coaching handholds the executive through Behavioural Goal Setting, Action Planning and Learning after Doing by being an “Angel” Advocate developing a positive support system that ensure sustainable changes. Catching people doing something almost right and converting them into learning opportunities is the hallmark of the intervention.
Examples of our Work
- A functional head in the wealth management business unit needed to improve his communications, specifically in dealing with the top management and the board. This leader had to build trust, get people aligned, and mobilize teams. The coach co-worked with the leader to develop a 180-day change plan to work on desired goals. Throughout the coaching engagement, the leader learned how to develop a different style of communication and leadership that created stability within the organization. The leader successfully transformed his communication to follow the principles around clarity, brevity and directness establishing trust with the leadership team and making himself a front runner for the Business Head position.
- A Departmental Head in a private Bank was to transition as business head. There were issues related to his organisational acceptance as well as his executive presence and he wasn’t viewed as commanding the room or being able to motivate people into action. The coach partnered with the leader to help him understand these feedback and develop an action plan to address the issues. The leader began adapting the messaging to resonate powerfully with each of his stakeholders, signalling confidence and positioning himself for the next executive rung. At the end of the coaching engagement, the 360-feedback showed that the leader’s issues with executive presence were almost gone.