“Individuals, no matter how competent or charismatic, do not possess all the attributes necessary to achieve the long-term strategic objectives; they need others to help in that pursuit” J. Kotter
The first reason to involve stakeholders is that it promotes a continuous cycle of learning on all those involved in the process, where people are continually learning how to learn together. Stakeholders, by directly being impacting on the leader’s behavior are invested in helping promote behavioral change in the leader and, by default, change in themselves.
The second reason is that stakeholders have the potential, by being involved in the circle of support, to expand in the leader the capacity to create the results he truly desires. New and expansive patters of thinking are nurtured and even collective aspirations are set free.
The third reason for involving stakeholders in a structured and disciplined way is that it promotes a culture of accountability in which the leader is willing to be measured on his willingness to walk the talk. The leader acknowledges his willingness to go through the process of change and the stakeholders commit to become engaged in the follow up.
The fourth reason to involve stakeholders is to help the leader focus on looking himself in the mirror and therefore improve his ability to be humble and courageous in accepting others’ help, which in turn will inspire others.