“Has your team/leadership issues which the solutions are far to be achieved?”

“Has your team/leadership the need/motivation to thrive more together?”

“Has your team/leadership the need/motivation to work better as a team?”

“Has your team/leadership the need to develop share collaboration and trust?”

“Has your team/leadership the motivation to change perceptions and behaviors for better achievements and progress as a team?”

These are just some of the questions able to illustrate how the team coaching intervention can help your team to answer them with great results and through expert and certified coaching.

We use 2 very successful coaching approaches which we have certified coaches, such as:

Marshall’s highly successful approach to executive development and coaching includes a strong emphasis on the involvement of stakeholders, implementation of change and follow-through to measure growth in leadership effectiveness. In the end, the only thing that counts is leadership growth i.e. leadership (behavior) effectiveness on the job as perceived by stakeholders. As Marshall puts it: “Leadership Change and Coaching are simple but not easy!” Stakeholder Centered Coaching developed by Marshall Goldsmith is a highly effective, transparent, structured and time efficient process that works as follows:

A. Determine 1-2 Leadership Growth Areas Important to the Leader and the Organization

In consultation with the coach, the leader selects 1-2 specific behaviors that are important for his/her leadership growth (e.g. empowerment and decision making). Behavioral interviews and multi-rater leadership assessments (1800– 3600) are used to determine the aforementioned focus.

B. Leading Change Involving Stakeholders

The leader selects a handful of stakeholders mostly boss(es), direct reports and peers. Throughout the coaching program, the leader involves these stakeholders on a monthly basis in the leadership growth process. This creates accountability for the leader to implement the change, as well as accountability for the stakeholders to support and to take part in the change process, which impacts and benefits the leader’s team as a whole.

B1. Involve Stakeholders to Capture Feedforward Suggestions

On a monthly basis, the leader asks stakeholders to provide a few practical feedforward suggestions as it relates to his/her leadership growth areas.

B2. Stakeholder-Based Monthly Action Planning

The leader thinks through the feedforward suggestions from the stakeholders and drafts a monthly action plan. During the coaching session the leaders work on skill development and finalizes an action plan which the leader is committed to execute during the next month. After the coaching session the leader responds to the stakeholders informing them about his/her action plan.

B3. Change behavior and perception through execution on the job

Throughout the month, the leader implements his/her action plan and demonstrates to the stakeholders through his/her actions that (s)he is working to make change visible and become a more effective leader in the two selected leadership growth areas. Implementing change and following up with stakeholders also alters the stakeholders’ perceptions of the leader over time.

C. Perception is Reality: Measure Leadership Growth based on Stakeholders’ Perception

The coach checks in with the stakeholders approximately every quarter via a short internet based survey, to measure the stakeholders’ perceptions on how they see the leader’s effectiveness has been changing in the two leadership growth areas. This Leadership Growth Progress Review is reported back to the leader (and the sponsor) so that (s)he can gauge how his/her leadership change efforts have been perceived by the stakeholders. This survey also plays a key role in guaranteeing and measuring leadership growth for the leader and the organization.


Gallup’s research has consistently proven the positive impact of strengths-based development on employee engagement and workplace culture.

But a recent meta-analysis finds that using CliftonStrengths 34 — instead of just top 5 — in these efforts result in even greater positive outcomes.

Compared with employees and teams who received feedback on their top 5 CliftonStrengths, those who received feedback on all 34 CliftonStrengths improved more on all but one of the 12 items in Gallup’s Q12 employee engagement metric.

And since better engagement, as measured by the Q12, is proven to correlate to better business outcomes for organizations, teams that use CliftonStrengths 34 will be more successful at accomplishing their goals.