MGSCC (Marshall Goldsmith Stakeholder Centered Coaching) is a structured executive coaching process focused on measurable behaviour change. It is designed to ensure that improvement is observable, externally validated, and sustained over time.
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This is not reflective coaching for personal insight alone. It is a disciplined methodology built around stakeholder involvement, focused behavioural change, and consistent follow-up.
The approach has been used by leaders in more than 150 Fortune 500 organisations. MGSCC records show success rates above 90% when the method is followed with discipline.
This page explains how the 7-step MGSCC process works in practice.
What Is MGSCC?
MGSCC stands for Marshall Goldsmith Stakeholder Centered Coaching. It is a behavioural leadership development process that involves the people most affected by a leader’s behaviour.
The method is built on three principles:
- Behaviour must be observable
- Stakeholders must be involved
- Follow-up must be consistent
If stakeholders do not see improvement, it has not yet occurred.
The 7-Step MGSCC Process
The effectiveness of MGSCC lies in its structure. Each step reinforces the others and creates a disciplined system for behavioural change.
For a full overview of the philosophy and foundations behind the method, see our core page on Marshall Goldsmith Stakeholder Centered Coaching.
1) Clarify Direction and Context
Before selecting behaviours, the leader and coach clarify:
- Strategic priorities
- Role expectations
- Performance pressures
- What success currently requires
Behaviour change must align with real demands. Otherwise, it becomes cosmetic.
2) Identify Relevant Stakeholders
The leader selects stakeholders who:
- Experience their leadership directly
- Influence performance outcomes
- Can observe behaviour consistently
This typically includes peers, direct reports, managers, and key collaborators.
These stakeholders will later confirm whether the improvement is real.
3) Establish a Baseline
Stakeholders provide confidential input on how the leader’s behaviour is currently experienced.
Where appropriate, structured tools — including psychometrics — may also be used to clarify patterns, strengths, blind spots, and development priorities.
Together, these inputs create an evidence-based starting point.
4) Select One to Three High-Impact Behaviours
The leader commits to a narrow focus — typically one high-impact behaviour.
Occasionally two. Rarely three.
Broad development goals dilute change. Precision increases effectiveness.
5) Ask for Feedforward
Stakeholders are asked:
“What would you suggest I do differently going forward?”
Leaders are not required to implement every suggestion. They commit to:
- Listening carefully
- Considering input deliberately
- Choosing specific actions
- Confirming what they will implement
Agency remains with the leader. Discipline lies in follow-up and transparency.
For a deeper explanation of how this differs from traditional feedback, see our guide on Feedback vs Feedforward in Leadership Coaching.
6) Follow Up Regularly
The leader follows up at agreed intervals and asks:
- “Have you noticed improvement?”
- “What specifically have you observed?”
- “What should I focus on next?”
Follow up on changes in behaviour and perception in parallel. It reinforces accountability and reduces defensiveness.
7) Measure and Sustain Improvement
Measurement is built into the MGSCC process.
Progress is tracked through structured follow-up and confidential stakeholder surveys. Improvement is externally validated rather than self-reported.
When the system is followed correctly, benefits emerge as outcomes:
- Increased credibility
- Stronger trust
- Improved influence
- More consistent leadership impact
Remove follow-up or measurement, and effectiveness weakens. The elements reinforce each other.
For a detailed breakdown of how progress is tracked, see Measuring Coaching Success in MGSCC.
Why the MGSCC Process Works
MGSCC works because it is structured, measurable, and relational.
It distributes ownership of change across stakeholders while preserving the leader’s agency. It limits focus, requires repetition, and protects against bias.
Difficult behavioural change becomes possible because the system:
- Reduces defensiveness
- Maintains narrow focus
- Requires visible reinforcement
- Aligns behaviour and perception
The result is not just improved self-awareness. It is an improved stakeholder experience.
How MGSCC Differs from Traditional Coaching
Traditional coaching often focuses on insight and reflection.
MGSCC focuses on:
- Observable behaviour
- Stakeholder validation
- Follow-up discipline
- Measured improvement
In MGSCC, improvement only counts when stakeholders see it.
Your Next Step
If you are seriously considering CEO Leadership Coaching
→ Book a 30-minute Zoom call with Michael Beale, CEO coach and 1:1 NLP trainer
Or continue the series:
Next article: Stakeholder Selection
Full Index: Marshall Goldsmith Coaching
FAQ – MGSCC
Q: What does MGSCC stand for?
A: MGSCC stands for Marshall Goldsmith Stakeholder Centered Coaching.
Q: How many behaviours should be changed at once?
Typically, one high-impact behaviour. Occasionally, two or three
Q: Is MGSCC suitable for senior leaders?
A: Yes. It is designed for leaders operating in complex stakeholder environments.
Q: How is success measured in MGSCC?
Through structured follow-up and confidential stakeholder surveys that validate improvement.
