Marshall Goldsmith

MARCH 15, 2011

In my work with leaders, I find that one common complaint of direct reports is that their leaders do a poor job of coaching. Yes, executives tend to be poor coaches. They often neglect to schedule coaching time, and some leaders fear that coaching will come across as negative, alienating direct reports. I suggest that you use an effective, time-efficient, six-question coaching process.

Report 129

Report Learning-by-Doing Execution Follow-up 129

Marshall Goldsmith

MARCH 29, 2011

The advice I have to give to young people from the West who are just entering the workforce is simple. In this new era of uncertainty, we all need to think like entrepreneurs. But first, let's start with a dose of reality: - It is tough out there, and it's only going to get tougher. - Forget about security. - Like it or not, even if you start out with a large corporation, you need to think like an entrepreneur. - Make peace with this reality, and your life is going to be a lot better.

Entrepreneur 126

Entrepreneur Uncertainty Ethics Globalization 126

Marshall Goldsmith

MARCH 22, 2011

A few years ago a CEO hired me to coach his COO, a talented man who was also stubborn and opinionated. The first time I met with him to go through his direct reports' feedback, his reaction was, 'But Marshall, I don't do that.' 'That one is free,' I said. 'Next time I hear 'no,' 'but,' or 'however,' it will cost you $20.' 'But,' he replied, 'that's not.

COO 120

COO Open-book Cost Advice 120

Marshall Goldsmith

MARCH 8, 2011

Can you see in yourself what others see in you, or do you see in others what you don't see in yourself? As a Ph.D. student at UCLA in the 70s, I had a self-image of being 'hip.' I believed I was involved in discovering deeper human understanding, selfactualization, and profound wisdom. Early in my Ph.D. program, I was a student in a class with 12 other people led by a wise teacher, Dr.

Class 118

Class Learning-by-Doing Energy Advice 118

Marshall Goldsmith

MARCH 1, 2011

The reason I devote so much energy to identifying interpersonal challenges in successful people is because the higher you go, the more your problems are behavioral. At the higher levels, all the leading players are technically skilled, smart, and up-to-date on the technical aspects of their job. You don't get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently.

Skills 123

Skills CFO Cost-Benefit Analysis Welch 123