Marshall Goldsmith

DECEMBER 12, 2011

Kathy Cloninger, chief executive officer of Girl Scouts of the USA since 2003, is in the process of transforming the venerable U.S. organization to ensure it remains as relevant to girls today as when it was founded in 1912. (I consider one of Kathy's predecessors as CEO, Frances Hesselbein, to be the greatest leader I have ever met.) The organization recently released a fascinating study on girls and their aspirations to leadership, so I invited Kathy to discuss what she sees for the next gener

Chief Executive Officer 161

Chief Executive Officer Diversity Survey Power 161

Marshall Goldsmith

DECEMBER 5, 2011

Are you ready? The million dollar question for anyone in the coaching field is: "Does anyone ever really change?" I was first asked this perfectly reasonable, and for me life-altering, question by a Fortune 100 company executive vice president for whose company I was preparing training sessions. I'm not sure why he asked me this question. Perhaps he had an eye on the training budget?

Follow-up 157

Follow-up Training Learning-by-Doing Participative 157

Marshall Goldsmith

DECEMBER 19, 2011

As corporations' expectations for their professionals have increased, professionals' expectations for their leaders have also increased. Peter Drucker often talked about the importance of effectively leading knowledge workers - professionals who know more about what they are doing than their boss does. In leading today's knowledge workers, it is important to invert the pyramid and look at leadership vis-a-vis the wants and needs of the professional - as opposed to the skills of the leader.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Marshall Goldsmith

DECEMBER 26, 2011

In the early 1980s I had the opportunity to work as a consultant in several of America's largest organizations. In those days I often thought that corporate managers and professionals were lazy. In most corporate headquarters buildings I could have shot a cannonball down the hall at 5 p.m. and not hit anyone! Professionals and managers were working 35 to 40 hours per week.

Health Care 132

Health Care CFO Competitive Advantage Outsourcing 132