1. Engagement

   Mary and the leader discuss the desired behavior change, examining how it would look and what results it would achieve. His/her desires will need to be agreed to or modified by their executive team. The key component of this step is that the leader is engaged in choosing the behavior to change, as well as setting the metrics.

2. Key Executive Involvement

   Mary confidentially interviews each executive to learn what they think needs to be improved in their leader’s behavior and what habits they hope to change. This crucial feedback is supplied to the leader without identifying who said what.
   Mary confidentially interviews each executive to learn what they think needs to be improved in their leader’s behavior and what habits they hope to change. This crucial feedback is supplied to the leader without identifying who said what.

3. Agreement

   The leader and Mary reach agreement on the key behaviors (no more than 1-3) to be changed. Together, they determine a set of metrics to monitor and measure the changes. Mary reviews the choices and metrics with the key executives to gain concurrence and agreement.

4. Stakeholders are Actively Involved

   Stakeholders are actively involved in the process. At this step, the leader talks with each stakeholder individually. The goal is to clarify the stakeholder’s experience of the key behaviors and elicit suggestions from each on how he/she might improve. The leader listens and does not judge the feedback and suggestions. Short, simple, and focused, these discussions are positive and cordial. It is important that the leader always respect the viewpoints shared and thanks each stakeholder.

5. Action Planning

   With this feedback, Mary and the leader meet to create an action plan to achieve the desired changes. For effective, lasting change, the plan must ultimately come from the leader not the coach. Mary will make suggestions about what and how, but the final choice is up to the leader.

6. Monthly Coaching

   Mary and the leader begin to meet monthly for coaching and follow-up sessions where progress is tracked and discussed. These meetings are focused on the changes made to-date and those that still need attention. This is an opportunity to focus on the future, not rehash the past. Integral in this step is ascertaining what progress has been made and what suggestions Mary and the stakeholders have for continued improvement over the next month. Stakeholders are asked to fill out a short mini-survey every four months to offer ongoing feedback for the leader. Mary continues to provide support and is available to discuss progress or issues with stakeholders.

7. Change is Achieved

   This process is repeated for 12-18 months until the change is achieved. When the desired change is achieved, the formal coaching process ends. The intent of Mary’s coaching is not to create dependency.

Real Work Real Results

Leaders can expect to achieve the goals and success metrics they set at the beginning of the coaching process.

Mary uses a number of other tools and processes during coaching, including DISC, Meyers-Briggs, ProScan, as well as additional objectives desired by the leader.