March, 2012

Marshall Goldsmith

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When People Don't Want to Change

Marshall Goldsmith

My job is to help people achieve positive, lasting change in behavior. How do I deal with people who have no desire to change? I don't. Have you ever tried to change the behavior of an adult who had absolutely no interest in changing? How much luck did you have with your attempts at this 'religious conversion'? Have you ever tried to change the behavior of a spouse, partner or parent who had no interest in changing?

Advice 131
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How Do I Provide Meaningful Recognition?

Marshall Goldsmith

One of my clients taught me a simple, yet effective system for getting better at providing positive recognition. The first year I reviewed this executive's 360º feedback report (feedback from his direct reports and co-workers), he scored the sixth percentile for providing recognition (in other words -- 94% of the people in his company were seen as being more effective than he was).

Review 127
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How Can I Delegate More Effectively?

Marshall Goldsmith

My first suggestion in trying to improve delegation skills is for you to always remember: "Delegate more effectively -- don't just delegate more frequently." My good friend and mentor Paul Hersey showed me why more delegation was not necessarily better delegation. If we delegate an assignment to a person who lacks the motivation and ability to do the job, we do a disservice to both the person and our organization.

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Six Steps to Ensure Alignment

Marshall Goldsmith

I am sometimes asked "How I can ensure that my staff and I are in alignment (in terms of priorities and efforts)? Sometimes it seems we are on a different page." I would suggest having a quarterly one-on-one meeting with each of your direct reports. In each of these meetings address six key questions. Ideally, each question will result in a two-way dialogue that helps clarify priorities, ensures alignment, and promotes mutual understanding: 1.

Report 121