As a leadership/behavioral coach, Sunil’s goal is to help successful individuals have a positive change in behavior that is sustainable and that is recognized and acknowledged by others.

Throughout his coaching career, he has coached numerous leaders and their teams using the Stakeholder Centered Coaching® process (based upon Marshall Goldsmith’s world-recognized philosophy and methodologies) that “guarantees improvement” of key leadership goals as evaluated by pre-selected stakeholders. If improvement is not acknowledged by the stakeholders, Sunil does not get paid.

The distinctive approach to his coaching process is built around the belief paradigms of successful people and how successful people get even better. The leadership development process is tailored to take advantage of the positive aspect of successful people’s beliefs in overcoming other aspects that can interfere with their improvement.

The Stakeholder Centered Coaching® process is based upon three key principles:

  1. Place attention and focus on the stakeholders of the person being coached
  2. Emphasize feedforward
  3. Change behavior and perception in parallel

The Marshall Goldsmith Stakeholder Centered Coaching® methodology is a simple methodology that is neither time consuming nor difficult to understand. The method is based upon years of working with successful leaders who were willing to do what it takes to becoming even better leaders in their future. Without question, anyone who follows the Stakeholder Centered Coaching® Process will improve in his or her leadership.

What does the coaching process look like?

STEP 1: Define a Leadership Goal important to Leader and the Organization
Our methodology recognizes that one of the beliefs of successful leaders is the need to be the one choosing what to work on to improve and includes a cost/benefit analysis that helps the leader determine “Is it worth it” to proceed. Once a leader chooses a goal, the other decision tied to the chosen goal, is “Who are the relevant stakeholders?” Every goal has a set of stakeholders who are relevant as the leader’s behavior both affects them and they are clear beneficiaries of the leader. Before starting the development goal and list of stakeholders are approved by the leader’s manager.

STEP 2: Buy-in from Stakeholders to be part of the Process
As stakeholders are on the receiving end of leadership, the stakeholders’ perception of leadership effectiveness is pivotal. Therefore the Stakeholders are an integral part of this process and are recruited as valued members of the leadership change process. Either by the coach or the leader, each Stakeholder is asked to actively participate in the leader’s improvement on an ongoing basis. They are asked to provide both feedback and feedforward to the leader and be willing to complete anonymous mini-surveys on the leader’s improvement. The process starts with the Stakeholders providing the initial input on the Action Plan by providing suggestions to the leader and coach.

STEP 3: Stakeholder-Based Planning
An action plan is not developed based upon the coach’s expertise. The action plan is built from the initial request for suggestions from the Stakeholders. The Leader and the Coach collaborate to put together an action plan based on the input provided by the Stakeholders. The plan in part, or in total, is also put into a daily checklist for the leader to consciously keep the plan in his/her consciousness. The plan is distributed to the Stakeholders so they are aware of what to look for in providing feedback and further suggestions to the leader.

STEP 4: Monthly Collecting Stakeholder Input
The Leader uses the 7-Step Involving Stakeholder “do’s and don’ts” to monthly check-in with each Stakeholder. During this brief 3 to 5 minute check-in, the Leader asks for feedback on the prior 30 days and any suggestions moving forward for the next 30 days. The Leader captures this input and shares the results with the Coach. Together they collaborate on what to add, change, or modify for the coming month based upon Stakeholder input. Any new action items created for the Action Plan, this is communicated to all the Stakeholders.

STEP 5: Measure Leadership Change as perceived by Stakeholders
Halfway through, and at the end of the assignment, a formal mini-survey is conducted with the Stakeholders to assess the progress made on the development goal chosen by the Leader. This is an anonymous survey conducted in order to validate the improvement made by the Leader and to measure the change in Stakeholder perception. With the results of the mini-survey, the Leader does an After Action Review to pinpoint what happened, why, and what learning to take forward into the future.

What are the most often worked on leadership skills?

Below are the most often worked on leadership/communication skills that encompasses C suite leaders to critically important individual contributors in over 100 individual coaching engagement.

  • Treat others with respect
  • Build trust
  • Listen to different points of view with an open mind before giving my opinion
  • Delegate more effectively
  • Stand up to individuals who undermine teamwork
  • Develop Executive presence.
  • Address conflict constructively and timely
  • Collaborate with others
  • Develop and link team strategy to business strategy
  • Stand up for what I believe in
  • Hold others accountable
  • Present self with confidence
  • Focus on the critical few issues
  • Become more assertive
  • Take appropriate risks
  • Build cross-functional relationships
  • Become a better coach and mentor
  • Match my leadership style to the specific need of others.
  • Present my POV persuasively
  • Become more decisive

The 20 unrecognizable habits — do these sounds familiar?

The following are transactional communication patterns (flaws) that we humans often let become unnoticeable habits (to us) that create challenges and roadblocks in our interactions with others: This list is compiled from Marshall Goldsmith’s book “What got you here won’t get you there.” Pg 40

  1. Winning too much: the need to win at all costs and in all situations- when it matters, when it doesn’t, and when it’s totally beside the point.
  2. Adding too much value: The overwhelming desire to add our two cents to every discussion.
  3. Passing judgment: The need to rate others and impose our standards on them.
  4. Making destructive comments: the needless sarcasms and cutting remarks that we think make us sound sharp and witty.
  5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right, You’re wrong.”
  6. Telling the world how smart you are: The need to show people we’re smarter than they think we are.
  7. Speaking when angry: Using emotional volatility as a management tool.
  8. Negativity: “Let me explain why that won’t work”: The need to share our negative thoughts even when we were not asked.
  9. Withholding information: The refusal to share information with others to maintain an advantage over them.
  10. Failing to give proper recognition: The inability to praise and reward.
  11. Claiming credit that we do not deserve: The most annoying way to overestimate our contributions to any success.
  12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
  13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset to blaming everyone else.
  14. Playing favorites: Failing to see that we are treating someone unfairly.
  15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
  16. Not listening: The most passive-aggressive form of disrespect for colleagues.
  17. Failing to express gratitude: The most basic form of bad manners.
  18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help.
  19. Passing the buck: The need to blame everyone but ourselves
  20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

I’ve written about each of these habits in extensive detail on this website. Just search for them in the blogs section.


Sunil has a calming demeanor and a soothing voice. He provided a safe place for me to challenge my thoughts and feelings while allowing me to make sense of things going on around me. Sunil listened attentively and asked powerful questions while remaining nonjudgmental during our sessions. I was able to see things from a different perspective. I left our sessions feeling positive and inspired by a new sense of self. Sunhil provided real insight that helped me to move forward in new ways that I had never considered before.

M. Williams, Israel

Sunil has a positive, encouraging coaching style and he found the balance between letting me explore and describe the big picture and bringing me back to the central theme and more specific thoughts. He was able to maintain and hold the frame for the session. After each session I felt more energized which supported me in taking the next steps towards my goal. Through Sunil I have learned how impactful positive appreciation and encouragement can be.

J. Maxeiner, Germany

Leading from behind. Consciously shifts to positive energy. Sincere and genuine. Is self-driven himself. Every enthusiastic and motivating. Goes beyond his call of duty in helping. Very responsive. Genuinely cares for clients. As a result, I was inspired and could think beyond the scope of my problem. Was inspired to push myself further. Have looked forward to being coached by him.

N. Narayanaswamy, United States

With his very open and positive attitude and excellent listening skills, and a very good capability to tackle both business and private topics, Sunil acted as a catalyst who helped me to speed up processes in every session that we worked together.

W. Stumpf, Austria

I was occupied with quite many things and wanted clarity on the direction of my business. What I deeply appreciate about working together with Sunil is his deep listening skills. His thoughtful questions helped me understand the situation and my strengths. And the best part about the engagement was the awareness I gained about my perceptions on taking those “big” steps and handling setbacks. Since working with Sunil I have become clearer on the new projects I want to work on, yield a greater perspective on the limiting beliefs that were hidden and have the confidence to be my best. While Sunil can wear multiple hats — coach, mentor, consultant, he’s the best when he’s a coach. He’s a great listener and has immense empathy to know and understand his clients in-depth.

P. Godrehal, India

Ready to level up?