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

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

SEPTEMBER 23, 2013

This perception has been validated in reviewing the 360 degree feedback scores for executives in 30 major corporations. The organization needs not only the knowledge of these people; it needs their commitment. The executive then asks the direct reports where they think the larger organization should be going.

Process 160

Process 360-Degree Feedback Report Execution 160

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. As a rule, leaders don’t ask.

360-Degree Feedback 98

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

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. To what degree can I trust you to develop my talents and skills? before they do anything.

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