Marshall Goldsmith

NOVEMBER 3, 2010

We all work with someone who makes us absolutely crazy. If you're sick of all the time and energy you waste on these jerks, here's what to do instead.

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Marshall Goldsmith

NOVEMBER 25, 2010

Even if you are the best coach in the world, if the person you are coaching shouldn't be coached, the coaching isn't going to work. The good news is that the "uncoachables" are easier than you think to spot. How do you know when someone is uncoachable? How do you detect a lost cause? Following are four indicators that you are dealing with one of these people: 1.

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Marshall Goldsmith

NOVEMBER 26, 2010

I was recently teaching in a seminar for MBA students at the University of California at Berkeley's Haas School of Business. A young second-year student seemed anxious to talk with me. He finally asked: "I have read your book, What Got You Here Won't Get You There. In the book you talk about classic challenges faced by your clients. I noticed that you never discuss self-confidence problems.

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Marshall Goldsmith

NOVEMBER 23, 2010

In analyzing how we spend our time, whether personally or professionally, it can be helpful to consider two dimensions: short-term satisfaction and long-term benefit. Both have value. It can be disappointing to live our lives with no meaning or pleasure in the here and now, just as it can be unfulfilling to live only for today. Questions like, "Does this activity make me happy?

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Marshall Goldsmith

NOVEMBER 22, 2010

One of the most common leadership development questions that I hear from executives is, "Why does succession planning feel like such a waste of time?" I do a lot of work on executive coaching and succession with my good friend, Jim Moore. Jim is the former CLO of three major companies. Here are some of our thoughts on how to make leadership succession a more relevant process in your company.

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Marshall Goldsmith

NOVEMBER 24, 2010

Marshall: I hear this concern every where I travel these days. Who doesn't? My friend Joe Wheeler, Executive Director of The Service Profit Chain Institute, recently co-authored a book with Harvard Business School Professors James L. Heskett and W. Earl Sasser, Jr. entitled The Ownership Quotient, Putting The Service Profit Chain to Work for Unbeatable Competitive Advantage.

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Marshall Goldsmith

NOVEMBER 29, 2010

In this time of economic uncertainty, the pressure to control costs is at a peak. With hiring freezes and layoffs, companies increasingly are asking themselves how to produce the results they need with limited or decreasing human resources. One innovative firm in the Bay Area, Flexperience, has created a different talent market: experienced professionals who seek flexible work opportunities.

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