Dr. Woo earned her MBA at St. Mary's University, Moraga, Ca., and a Ph.D. in Human and Organizational Development Systems (HOD) from Fielding Graduate University in Santa Barbara, Ca. During more than 30 years of executive leadership, Dr. Woo was an executive for Xerox Corporation International Operations, and founded Keystone Leadership (Shanghai) Inc, and Leadership Management International (China) Ltd.
Marjorie Woo is a seasoned speaker and has been featured at the China Europe International Business School (CEIBS), Chambers of Commerce and Rotary Club International events in the United States and Asia Pacific.
- Director, International Coaching Federation (ICF), Professional Coaches Global Board 2011-2012.
- Master Level Executive Coach (MCC) with focus in China, Asia Pacific.
- 30 years business experience including Implementation Manager for Xerox Shanghai JV Operations in China.
The Keystone Principle
The Keystone Principle is the purpose behind our Vision, Mission and Values.
At the heart of creating a Best Possible Relationship lies the Keystone Principle:
In architecture, a keystone sits at the top of the arch, bridging the two sides, locking them together in stable equilibrium, and allowing the arch to bear weight. As the keystone settles over time, the arch becomes more stable. Without a keystone, the arch collapses.
We founded Keystone: Leadership (Kaijang) in 1996 as a results-based consulting firm to enable (ambitious) progressive organizations to achieve business success and innovation.
Leadership through Quality was the Concept, Continuous Improvement was the practice, and innovation was the mission. We believe that evolution is an infinite game, and sustainability was a long-term goal achieved over the past 27 years in Shanghai, Taiwan, and Hong Kong.
The founding partners believed that the value of adult development requires the overall understanding of underlying theory, practice and reflection to incorporate the evidence collected for more current practice for future innovation. Thus, knowledge and actions generate learning, practice, and new experiences so that outcomes meet global business challenges.
'Leadership and coaching theories and practices are like fingerprints; everyone has them, and no two are alike.'
Dr. William H. Mobley -
Keystone History
In 1998 Keystone became the Leadership Management International (LMI) China Master Licensee and introduced four Leadership Management Programs: Effective Personal Productivity, Effective Personal Leadership, Effective Motivational Leadership and Effective Strategy Leadership. These programs combined classroom leadership training modules with weekly individual and group coaching segments. The goal was to move students from knowledge to action by increasing retention and personal mastery.
As a tribute to its sustainability, over the last 25 years, LMI China licensees have trained over 30,000 mid-level managers and over 2000 senior-level executives. As a testament to its effectiveness, an early graduate of the program joined LMI China and rose to become the leader of the organization.
In 2009 Keystone, building upon 11 years of success, introduced the Evidence-Based Coaching Certification Program (EBC) from Fielding Graduate University in Santa Barbara, California to Shanghai, China. In the past 14 years over 500 students have graduated the EBC program. Some graduates have been certified by the International Coaching Federation (ICF) as professional coaches: 8 Master Certified Coaches, 25 Professional Certified Coaches, and over 100 Associate Certified Coaches, each focusing on the business area of their choice. In addition, Keystone Group has graduated 15 PhD students at Fielding Graduate University from among its associates and students.
In 2020 Keystone Group merged with a Keystone alumni to create a full-service, multi-faceted Leadership training, Coaching Certification and Business Consulting organization serving a vast array of Chinese Enterprises.
Keystone Group (KSG) leads the industry in key metrics, including customer retention and customer renewal rates. KSG has served over 500 clients, distributed almost evenly among state-owned, private, and foreign-invested enterprises. Of these, 90% are industry leaders with annual revenues of over 10 billion RMB (US$1.35bn).
KSG is one of the very few companies that produce real, measurable outcomes. KSG does not simply impart knowledge. Instead, we present knowledge in a manner that is consistent with the attitudes and behaviors of the participants. Taking into consideration cultural background, long-term view of next-generation development, personal transformation, and choices of adult development.
Clients seek consultants for a variety of reasons. Among these are solutions to complex situations, achieving goals, implementation of new processes or procedures, and improving knowledge and skills. KSG is successful by adding a component that changes the mindset and perceptions of the participants, thereby gaining support for the task at hand.
Our learning principles involve integrating theory, practice, skills and philosophies. Whether for professional coaches or internal corporate coaches, KSG imparts methods and tools and systematically teaches underlying theories. This enables coaches to achieve goals by gaining insights, applying knowledge, and creating solutions in complex situations.
In times of transformation, at a turning point, 'Do what you can, with what you have, where you are'
- President Teddy Roosevelt
The Future of Coaching in China
As production, commerce and communication become increasingly driven by individuals, it is critical these individuals be able to work effectively with others who may have different perspectives, beliefs, and expectations. Coaching is an effective means for the growth of these individuals.
Leadership coaching in China needs to be tolerant of differences but not of all differences. Traditional Chinese culture is hierarchical, such that subordinates often defer to superiors without question. Conflicts are inevitable, and processes of responding and resolving conflict need to be more universal. Communication skills will be increasingly critical. Being mindful, listening carefully, not rushing to judgement, and spending the time and energy to understand each other is going to be increasingly important to successful executives. Using language carefully and well is an ongoing challenge. Competence can be built, but coaches, as the architects of a new vision, must work hard to create accurate blueprints to guide ourselves, our clients, and our coaches into the future.
