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Steps in the Coaching Process: Coaching For Behavioral Change

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The Coaching for Behavioral Change process has been used around the world with great success by internal and external coaches. Follow the steps in this series and leaders will almost always achieve positive behavioral change.

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Visit his website @ http://www.marshallgoldsmithlibrary.com/

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Marshall Goldsmith says:

Steps in the Coaching Process: Coaching for Behavioral Change

My mission is to help successful leaders achieve positive, long-term,
measurable change in behavior. The following process is being used by
coaches around the world for this same purpose. When these steps are
followed, leaders almost always achieve positive, measurable results in
changed behavior – not as judged by themselves, but as judged by
pre-selected, key co-workers. This process has been used with great success
by both external coaches and internal coaches. If the coach will follow
these basic steps, clients almost always get better!

1. Involve the leaders being coached in determining the desired behavior in
their leadership roles. Leaders cannot be expected to change behavior if
they don’t have a clear understanding of what desired behavior looks like.
The people that I coach (in agreement with their managers) work with me to
determine desired leadership behavior.

2. Involve the leaders being coached in determining key stakeholders. Not
only do clients need to be clear on desired behaviors, they need to be
clear (again in agreement with their managers) on key stakeholders. There
are two major reasons why people deny the validity of feedback, wrong
items, or wrong raters. Having clients and their managers agree on the
desired behaviors and key stakeholders in advance helps ensure their “buy
in” to the process.

3. Collect feedback. In my coaching practice, I personally interview all
key stakeholders. The people who I am coaching are all CEOs or potential
CEOs, and the company is making a real investment in their development.
However, at lower levels in the organization (that are more price
sensitive), traditional 360? feedback can work very well. In either case,
feedback is critical. It is impossible to get evaluated on changed behavior
if there is not agreement on what behavior to change!

4. Reach agreement on key behaviors for change. As I have become more
experienced, my approach has become simpler and more focused. I generally
recommend picking only one to two key areas for behavioral change with each
client. This helps ensure maximum attention to the most important behavior.
My clients and their managers (unless my client is the CEO) agree upon the
desired behavior for change. This ensures that I won’t spend a year working
with my clients and have their managers determine that we have worked on
the wrong thing!

5. Have the coaching clients respond to key stakeholders. The person being
reviewed should talk with each key stakeholder and collect additional
“feedforward” suggestions on how to improve the key areas targeted for
improvement. In responding, the person being coached should keep the
conversation positive, simple, and focused. When mistakes have been made in
the past, it is generally a good idea to apologize and ask for help in
changing the future. I suggest that my clients listen to stakeholder
suggestions and not judge the suggestions.

6. Review what has been learned with clients and help them develop an
action plan. As was stated earlier, my clients have to agree to the basic
steps in our process. On the other hand, outside of the basic steps, all of
the other ideas that I share with my clients are suggestions. I just ask
them to listen to my ideas in the same way they are listening to the ideas
from their key stakeholders. I then ask them to come back with a plan of
what they want to do. These plans need to come from them, not me. After
reviewing their plans, I almost always encourage them to live up to their
own commitments. I am much more of a facilitator than a judge. I usually
just help my clients do what they know is the right thing to do.

7. Develop an ongoing follow-up process. Ongoing follow-up should be very
efficient and focused. Questions like, “Based upon my behavior last month,
what ideas do you have for me for next month?” can keep a focus on the
future. Within six months conduct a two- to six-item mini-survey with key
stakeholders. They should be asked whether the person has become more or
less effective in the areas targeted for improvement.

8. Review results and start again. If the person being coached has taken
the process seriously, stakeholders almost invariably report improvement.
Build on that success by repeating the process for the next 12 to 18
months. This type of follow-up will assure continued progress on initial
goals and uncover additional areas for improvement. Stakeholders will
appreciate the follow-up. No one minds filling out a focused, two- to
six-item questionnaire if they see positive results. The person being
coached will benefit from ongoing, targeted steps to improve performance.

While behavioral coaching is only one branch in the coaching field, it is
the most widely used type of coaching. Most requests for coaching involve
behavioral change. While this process can be very meaningful and valuable
for top executives, it can be even more useful for high-potential future
leaders. These are the people who have great careers in front of them.
Increasing effectiveness in leading people can have an even greater impact
if it is a 20-year process, instead of a one-year program.

People often ask, “Can executives really change their behavior?” The answer
is definitely yes. At the top of major organizations even a small positive
change in behavior can have a big impact. From an organizational
perspective, the fact that the executive is trying to change anything (and
is being a role model for personal development) may be even more important
than what the executive is trying to change. One key message that I have
given every CEO that I coach is “To help others develop – start with
yourself!”

Tuck Executive Education at Dartmouth says:

Are you considering coaching or mentoring someone? Executive Coach Marshall
Goldsmith shares his process in this week’s Thinkers50 video blog.

#mgt50 #leadership

Marshall Goldsmith says:

In case you missed it …

Marshall Goldsmith says:

In case you missed it …

Marshall Goldsmith says:

Steps in the Coaching Process: Coaching For Behavioral Change

Michael Beale says:

The basic process…Really great stuff… #coaching #executivecoaching 

Soundview Executive Book Summaries® says:

The Coaching for Behavioral Change process has been used around the world
with great success by internal and external coaches. Bestselling author and
executive coach Marshall Goldsmith shows you the steps in this Thinkers50
video blog series and with those steps, leaders will almost always achieve
positive behavioral change.

http://ow.ly/Fnjkj

Radim Mrkvicka says:

…People often ask, “Can executives really change their behavior?” The
answer is definitely yes. At the top of major organizations even a small
positive change in behavior can have a BIG IMPACT. …

Eldon Edwards says:
Michalis Kourtidis says:

…not because I’m a good coach
but because you’re a good customer!

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