SS COACHING FOR LEADERSHIP, Writings on Leadership from the World’s Greatest Coaches Editors : Marshall Goldsmith, Laurence S. Lyons, and Sarah McArthur PfeifferSS CHAPTER ONE COACHING FOR BEHAVIORAL CHANGE By Marshall Goldsmith ies positive change in increased leadership eflectivenes and (2) who are the key ie (sx to eighteen mont our coaching. h—H have ncver sen a study that showed that ‘change in behavior.if coaches became to concerned with being loved by their li provide honest feedback when ts needed ‘liens me-—my personal co they may no Jing process, we have ha to learn ‘we only work wth eens who we blew wil greatly benefit fom our coaching proces. Knowing When Behavioral Coaching Won't Help, ‘We do not work wit leaders who are not realy motivated to change, Have you ‘development atc fr ving their company’s vals have personaly worked with several of the wo improve themsetver not just asking everyone else oimprone. Our best liens ave dedicated to be great role models in consistently working 0 themecives ‘Some large corporations “write people off” Rather than jst fre them, they ‘engage in a puedo dchavoral coaching proces that s more “seek and destroy” than "help prope get beter” We only work with leaders who are seen as poten ‘corporation, We only work with people who will snagement, We do not work with leaders who ing leadership behavior. I cur clients have other need, we reer them other coaches, Conding to terior Cange s Finally 1 would never choose to work witha client who as an integrity vila ‘ion, We belive that people with integrity lations should be fed, nO coached, ‘When will or approach o behavioral coaching work? If the ise: i leader ship behavior the coaching ents are given auiechiance and they are motivated to improve, the process described in this article will almost always wor I these ‘conditions do ot exis, thi proces should not be used Involving Key Stakeholders In my work asa behavioral coach, Ihave gone through three distinct phages. Tn phave one believed that my clients would become better because of me {ought thatthe coach was the hey variable in behavioral change. Iwas wrong ‘We have published research on leadership development th ‘over 86,000 respondent” In our escarch we have learne For succes change in leadership behavior bm! the ca ‘The hey variables that will determine longterm progres are the leaders being coached and their coworkers « estom ina very-humbling way.‘The cient that T=pen the mos myc ‘results have improved even more dramatically? ‘wd Tvl hey takcoldes? as thm to help the peor hat 1am caching in four eealyimporsant way Lego the as When we continual rig up the pat, we demoraize he people who are trying fo change, Whatever happenc i he past happened. Itible to get evaluated on changed be ‘on what behav to change! 4. Reach apenent on hey eho fr change As Uhawe become more experienced, ing report from key sakehoers . "Hedi relly get beter, we jus sid that.” ‘ThisConcing or Beant Change 7 mngman Award fr business Book shallgldsmithcom and vnamarehallgldemith. com. (Tai) among the top CEO coaches of America; in Ft Cpa, called Americas