Involving Stakeholders in Leader's Development

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Leaders are usually a lonely breed within their organisation. They typically have overwhelming desire to add their two cents to every discussion. They also fail to see that they are treating someone unfairly. Their position is higher than most and not many people can ask them questions. However, with this stature comes with a humongous responsibility towards all the stakeholders of the business. It is only natural than that these stakeholders be involved in the leader's development process to bring out the best results for the organisation. It is straightforward and shared for an executive to blame his supervisor or colleagues for his career's slow progress. These executives look for ways to bypass these partners undertake a secluded path to professional development.
Shutting out stakeholders is wrong
I, for one, am strictly opposed to this approach. I view the involvement of stakeholders as an essential component of the journey towards leadership development. The reasons for this are basic. Firstly, no two verticals in an organisation are entirely isolated. The interdependent nature of work in these organisations means that the implications of a leader's decisions felt by all the stakeholders which justify their direct interest in the leader's behaviour and professional development. Keeping the interested parties in the loop during the coaching process also puts an adequate responsibility on the executive who can positively drive his development journey. Involvement of stakeholders gives an impression that you are ready to listen and you value their interest in the organisation. An active participation of stakeholders is also an integral part of corporate governance.
What stakeholders think is important
As a leader, what others think about you or your skills is important. However out of your control, they may be, but their perceptions towards your leadership skills do count. It is why, perhaps, I emphasise on the involvement of stakeholders in the leadership development process. It is essential to bring out a change in the perception of the stakeholders about the behaviour of the leader. While it is not an overnight process, a gradual improvement in their understanding towards the leader would augur extremely well for the organisation.
So the next time you are thinking about going on a leadership resurgence journey with your executive coach, do not plan it as a hush - hush process. Rather, involve all the stakeholders to let them know that you are making efforts to evolve into a much better version of yourself.
People often ask, "Can executives change their behaviour?" The answer is definitely yes. Coaching is all about helping successful Leaders to get better by bringing change in their behaviour.
Our mission at Nirvedha is to help successful leaders achieve positive, long-term, measurable change in behaviour. We rather than spending much energy trying to excite executives about coaching, we talk about something they are already excited about - results.
If you want to engage, a Coach write to us at, also visit us @
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