Stakeholder selection is not a casual exercise in choosing a support group. In the Marshall Goldsmith Stakeholder Centred Coaching (MGSCC) methodology.
It is the tactical assembly of a “mini-board of directors” for a leader’s behavioural growth.
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The quality of the output in any leadership behavioural change program is dictated by the quality of the input. If the stakeholders are poorly chosen, the measurement data is invalid, and the process loses its organisational integrity.
The Selection Logic
The objective is to identify individuals who are directly impacted by the leader’s chosen behaviours. Selection is based on three technical criteria:
- Interdependence: Does the stakeholder’s success depend on the leader’s improvement?
- Observability: Does the stakeholder have a “front-row seat” to the behaviour in question?
- Frequency: Do interactions occur often enough to register incremental changes?
If these three factors are not present, the stakeholder cannot provide accurate feedforward or score a mini-survey effectively.
Diversity of Perspective: Avoiding the “Fan Club”
A common failure in executive coaching methodology is selecting only “safe” allies. While psychological safety is important, technical validity requires a comprehensive 360-degree feedback view.
An effective stakeholder list includes:
- Direct Reports: To measure delegation and empowerment.
- Peers: To measure collaboration and horizontal influence.
- Consultants: To measure strategic alignment and executive presence.
- Critics: Individuals with whom the leader has strained relationships.
Including “naysayers” is a deliberate tactical move. When a known critic acknowledges a leader’s improvement in a mini-survey, the change is considered high-integrity and deeply validated.
The Stakeholder as a “Volunteer Coach”
In this methodology, the stakeholder’s role is redefined. They are not judges of past performance; they are future-focused consultants.
The criteria for a viable stakeholder include:
- Willingness: They must opt in to the process.
- Objectivity: They must be able to separate the leader’s past reputation from their current efforts.
- Consistency: They must be available for the duration of the 6–12 month engagement.
Technical Step-by-Step Selection
- Drafting: The leader identifies 12–15 potential candidates.
- Vetting: The coach reviews the list to ensure a balance of perspectives and sufficient “friction.”
- Enrolling: The leader personally asks each individual to participate. This “ask” is the first step in changing stakeholder perception.
- Finalising: A final group of 6–10 stakeholders is typically confirmed to ensure a statistically significant sample for the measurement phase.
Impact on System Integrity
Without the right stakeholders, the system collapses.
- Wrong Stakeholders = Irrelevant Data.
- Correct Stakeholders = Cultural Shift.
When the right people are involved, the process does more than change the leader; it changes the environment around the leader. The stakeholders become invested in the leader’s success because they helped engineer it.
The Standard of Stakeholder Selection
Selection is finalised only when the leader can answer “Yes” to this question: “If this group of people says I have improved, will the organisation believe it?”
If the answer is no, the list is insufficient.
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FAQ – Stakeholder Selection
Q: How many stakeholders do I need?
A: Typically 6 to 10. This ensures anonymity in surveys and provides a broad enough perspective to validate change.
Q: Can I change stakeholders mid-way?
A: It is discouraged unless a stakeholder leaves the organisation. Continuity is key to measuring progress over time.
Q: What if a stakeholder is too busy?
A: The MGSCC process is designed to take only 5–10 minutes of a stakeholder’s time per month. If they are impacted by your behaviour, they usually find the time.
Q: Who makes the final decision on the stakeholder list?
A: Who makes the final decision on the stakeholder list? The leader (coachee) has the final authority on selection, as they must be able to trust the feedback loop.
However, the coach provides a technical audit to ensure the list is not biased and includes individuals who have a genuine “stake” in the leader’s behavioural improvement. This partnership ensures the list is both psychologically safe and organizationally credible.
