Marshall Goldsmith

APRIL 12, 2011

Like many young Ph.D. students, I was deeply impressed with my own intelligence, wisdom and profound insights into the human condition. I consistently amazed myself with my ability to judge others and see what they were doing wrong. UCLA Professor Fred Case was my advisor and head of the Los Angeles City Planning Commission - where I was doing my dissertation research.

Advice 142

Advice Leadership Construction Learning-by-Doing 142

Marshall Goldsmith

APRIL 5, 2011

“The great majority of people tend to focus downward. They are occupied with efforts rather than results. They worry over what the organization and their superiors ‘owe’ them and should do for them. And they are conscious above all of the authority they ‘should have’. As a result they render themselves ineffectual”. - Peter Drucker Peter Drucker has written extensively about the impact of the knowledge worker in modern organizations.

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

APRIL 26, 2011

Today, sustaining peak performance requires a commitment to developing leaders who develop other leaders--helping people set and achieve meaningful goals for personal change. Often, however, goals are not set in a way that ensures the followthrough needed to turn great plans into successful outcomes. By understanding the dynamics of goal-setting and the challenges of goal achievement, you can better see why people often set great goals, then lose the motivation to achieve them.

Goal 126

Goal Short-term Long-term Crisis 126

Marshall Goldsmith

APRIL 19, 2011

Most of any leader's annoying habits and interpersonal flaws are rooted in information compulsion. Sharing and withholding are two sides of the same tarnished coin. For example, when you insist on adding more value, passing judgment, making destructive comments, announcing that you already know, or explaining why something won't work, you are compulsively sharing information-- convinced that you are making people smarter or inspiring them to do better, when you are more likely having the opposit

360-Degree Feedback 112

360-Degree Feedback Commitment Information Learning-by-Doing 112