Marshall Goldsmith

DECEMBER 21, 2010

When you consider how many hours of organizational time and productivity are lost in the endless retelling of our co-workers’ blunders or the internal stress we generate reliving real or imagined slights, you can appreciate the value of letting go of all of these negative feelings and focusing on the future. Carrying grudges, harboring doubts about a colleague because of perceived missteps in the past, or maintaining a cynical outlook about the selfishness or shortsightedness of everybody around

Definition 135

Definition Stress Advice Course 135

Marshall Goldsmith

DECEMBER 30, 2010

Two lawyers are sitting at a bar at Spark’s Steakhouse in New York City. (Don’t worry; this isn’t a lawyer joke.) One of them is my friend Tom, and the other is his law partner, Dave. They’re having drinks as they wait for a table to open. They’re in no rush, as Spark’s -- where New York’s rich, powerful and glamorous can be spotted on any given night -- is the kind of place you don’t mind hanging around.

Long-term 130

Long-term Open-book Politics Skills 130

Marshall Goldsmith

DECEMBER 10, 2010

Being next in line for the big job, you may understand in a few years what makes it so hard for any leader, including the CEO, to move on. If you have personally been through a departure, you may laugh as you relate to the examples I'm about to give. You may remember how difficult it was to let go. Nearly all of the leaders I have talked to over the years have assured me that they will be different when it's time to move -- that they will have no problem letting go of their jobs.

CEO 119

CEO Advice Sports Power 119

Marshall Goldsmith

DECEMBER 23, 2010

Barry Diller, the chairman of IAC/ InterActiveCorp, was at Harvard Business School explaining the rationale behind the mosaic of Web-commerce entities he has assembled at his company, including Hotels.com, Match.com and LendingTree.com. One of the students pointed out these various businesses didn’t seem to come together in a coordinated, synergistic way.

Cooper 117

Cooper Resistance Politics Succession 117

Marshall Goldsmith

DECEMBER 1, 2010

According to Dan Ariely, author of the recently released book Predictably Irrational and the James B. Duke Professor of Behavioral Economics at Duke University, behavioral economics is an important and useful tool for society because it takes into account the irrationality of human nature. I loved this book. and highly recommend it. I've asked Dan to give us his take from a behavioral economics perspective on the current economic situation.

Real Estate 117

Real Estate Health Care Crisis Policies 117

Marshall Goldsmith

DECEMBER 7, 2010

Preparing your successor can be a leader's greatest challenge. If you handle it the right way while you are still at an organization, it can mean that your successor enters to applause while you bow out gracefully. So what do you need to know about coaching so you can ensure a smooth transition? First, let's assume you've done your due diligence on the process with your successor.

Due Diligence 115

Due Diligence CEO Executive Coaching Tactics 115

Marshall Goldsmith

DECEMBER 28, 2010

t major corporations. These documents typically feature boilerplate language to describe the leadership behaviors each company desires. Such chestnuts include “communicates a clear vision,” “helps people develop to their maximum potential” and “avoids playing favorites.” I’ve never seen a profile that offered “effectively sucks up to management” as a preferred leadership characteristic.

Follow-up 110

Follow-up Document Report Analysis 110