Marshall Goldsmith

JANUARY 6, 2014

One of the greatest thinkers in my field (and in my time) was a man named Peter Drucker. I was one of the original developers of something called 360 degree feedback. FeedForward Leadership' Greetings from the past! I am very lucky. I got to spend a lot of time with Peter. ” before they do anything.

360-Degree Feedback 172

360-Degree Feedback Long-term Drucker Learning-by-Doing 172

Marshall Goldsmith

APRIL 21, 2014

Peter Drucker has defined knowledge workers as people who know more about what they are doing than their boss does. Leadership' Why is asking so important? In the Information Age, leaders must manage knowledge workers. It is hard to tell people what to do and how to do it when they already know more than we do.

360-Degree Feedback 136

360-Degree Feedback Follow-up Learning-by-Doing Bottom-up 136

Marshall Goldsmith

FEBRUARY 18, 2013

Peter Drucker has defined knowledge workers as people who know more about what they are doing than their boss does. Why is asking so important? In the Information Age, leaders must manage knowledge workers. It is hard to tell people what to do and how to do it when they already know more than we do.

360-Degree Feedback 98

360-Degree Feedback Follow-up Learning-by-Doing Bottom-up 98

Marshall Goldsmith

SEPTEMBER 23, 2013

This perception has been validated in reviewing the 360 degree feedback scores for executives in 30 major corporations. This process has also been shown to produce positive results in the summary 360 degree feedback reports from executive teams. One reason is that executives manage knowledge workers.

Process 160

Process 360-Degree Feedback Report Execution 160

Marshall Goldsmith

JUNE 7, 2011

Rapid change is the order of the day, with global mergers, acquisitions and shifts--and the resulting talent and leadership challenge will likely determine the success or failure of your organization between now and 2020. They seek challenges that prepare them for leadership positions. I was lucky to spend time with Peter Drucker.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Harvard Business Review

JULY 10, 2013

One of the most dramatic changes in leadership development in the last decade has been the shift in focus from correcting weaknesses to identifying and expanding on strengths. As far back as 1967, in his classic book, The Effective Executive, management guru Peter Drucker wrote: "The effective executive makes strengths productive.

360-Degree Feedback 8

360-Degree Feedback Drucker Tactics Leadership Development 8

Jesse Lyn Stoner Blog

MARCH 4, 2013

Welcome to the March 2013 Leadership Development Carnival! Thanks to those who contributed the many excellent posts on leadership practices, the workplace environment and personal mastery. And a special thanks to carnival leader Dan McCarthy at Great Leadership for the invitation to host this carnival.

Leadership Development 205

Leadership Development Development Leadership 360-Degree Feedback 205