Stakeholder Centered Coaching: Maximizing Your Impact as a Coach lays out the framework to help you generate better results from your coaching practice using the Stakeholder Centered Coaching® approach, a proven coaching methodology and philosophy created by Marshall Goldsmith that demonstrates ROI and dramatically increases the likelihood of a successful coaching engagement. The best part about Stakeholder Centered Coaching is that it’s a process you can use both personally and professionally for creating any kind of transformational change.

There’s always a lag between when a leader makes a behavioral change and when others perceive the change. Maybe you’ve experienced this in your personal life when you had a conflict with a friend or spouse and he brought up something that happened in the distant past, even though you’ve worked hard to change. Or perhaps in the workplace, you were hired into a specific role and have been promoted, but others still see you in the previous role.

In our executive coaching programs, the leaders we coach face two challenges. One is to make behavioral changes. However, the second, and bigger, challenge leaders face is changing the perceptions that others have of them. After all, there’s history, first impressions, baggage, and previous experiences that get in the way. In addition, there’s always a lag between when a leader makes a change and when others notice that change or even believe it to be real and lasting.

Our programs produce millions of dollars of return on investment (ROI) for our clients. But it’s the emotional and personal transformation that people talk about with their team and family members afterward.

Many of us have to-do lists.

But what we really need is a “don’t-do” list.

As you transition into the new year and strive to reach your professional goals, it’s critical that you stop some of the tendencies that are slowing you down or getting in your way. Through our work in executive coaching programs, we uncovered some of these bad habits, every one of which has a negative impact on your life.

So add these to your brand, spanking-new don’t-do list.

In our July post and September post we outlined 9 costly behavioral traits that stall or kill a leader’s career. To conclude our series, we added the remaining 7 career derailers below that most commonly show up in our executive coaching and leadership development engagements.

They are avoidable, but you have to know about them first.

Here they are. Oh, and we added a bonus derailer that you won’t want to miss if you are worried about losing credibility.

In our July post we outlined 4 common and costly behavioral traits that we notice consistently in our executive coaching engagements that stall or kill a leader’s career. It was one of our most read posts and people wanted more. In fact, one subscriber even said, “Aren’t there more than four?”

The answer, of course, is yes there are more than four career killers. We've noticed 16 pretty common derailers as we work with people across leadership levels, gender and industry. So, we decided to dedicate this post and the next post to introducing those derailers. They are avoidable, but you have to know about them first. 

Here are the first 9 derailers.

All first-time parents have experienced the conversation where well-intentioned acquaintances tell us – “everything is going to change.” Frankly, that "advice" isn’t helpful. It sure didn't help me understand how things would be different as a father and as a parent. As a result, I wasn't able to take any actionable steps based on those generic words of wisdom.

The Peter Principle, first formulated by Laurence J. Peter, predicts that you will get promoted up to your level of incompetence. For most people, that’s far too late.

Unite! The 4 Mindset Shifts for Senior Leaders is now an international Best Seller hitting the top of the Amazon leadership and management categories in the US, Canada, Germany, Japan and Australia! Thank you for supporting our very successful book launch.