The efficacy of Marshall Goldsmith’s Results-Based Coaching (MGSCC) methodology is not accidental.
It is a deliberate departure from traditional coaching, which often focuses solely on the relationship between the coach and the client. Instead, this approach prioritises tangible results for the organisation and its key stakeholders.
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The Factors of Results-Based Coaching
1. Stakeholder-Centered Validation
In this framework, the success of the coaching is not determined by the coach or the leader, but by the people who work with the leader. By centring the process around stakeholders, we ensure that behavioural changes are meaningful, observable, and impactful in a real-world context.
2. Results-Based Accountability
The most distinct technical feature of this methodology is the results-based payment structure. I only get paid if my clients show measurable improvement. This aligns the coach’s incentives perfectly with the leader’s growth, ensuring the focus remains on measurable change rather than a billable hour.
3. The Psychology of Success
The process leverages three interrelated core beliefs:
- “I am successful” (Current state confidence)
- “I choose to succeed” (Personal agency)
- “I will succeed” (Future commitment). These beliefs drive the intrinsic motivation required to sustain long-term behavioural change.
4. Humility and Collaboration
Sustainable change does not happen in a vacuum. Effective coaching requires the humility to accept that we need help from those around us. By involving those who work with and care about the leader, we create a collaborative environment that ensures new behaviours “stick” over time.
5. Targeted Behavioural Focus
We do not attempt to fix everything. We identify the specific, high-impact behaviours that dictate a leader’s effectiveness. This targeted approach ensures that every ounce of effort yields a disproportionate return in relationship quality and organisational performance.
Your Next Step
If you are seriously considering CEO Leadership Coaching
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Next article: MGSCC 7-Step Process
Full Index: Marshall Goldsmith Coaching
FAQ – Methodology Efficacy
Q: How is “improvement” objectively measured in a results-based system?
A: Improvement is measured through anonymous stakeholder surveys conducted at 6 and 12-month intervals. The stakeholders (not the coach) provide the data that determines if the leader has achieved a statistically significant positive change in their chosen behaviours.
Q: Why is stakeholder involvement better than traditional 1-on-1 coaching?
Traditional coaching creates a “private bubble” where a leader can claim progress that isn’t visible to the team. Stakeholder involvement forces external validation, ensuring that the leader’s growth is recognised and supported by the people who matter most.
Q: What happens if a leader has the skill but lacks the “Belief in Success”?
A: Without the core beliefs of “I choose to succeed” and “I will succeed,” a leader will often default to old patterns during high-stress periods. These beliefs are the psychological engine that powers the discipline required for the MGSCC process.
Q: Is this approach effective for all types of leadership behaviours?
A: It is specifically designed for behavioural change (how you treat people and lead teams). It is not designed to teach technical skills (like finance or engineering), but rather how to apply those skills effectively through better leadership
