Marshall Goldsmith

MAY 17, 2011

Listen to what General Mills CEO Steve Sanger recently told 90 of his colleagues: 'As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. I just reviewed my 360- degree feedback. I have been working on becoming a better coach for the past year or so. I'm still not doing as well as I want, but I'm getting a lot better.

Development 125

Development 360-Degree Feedback CEO Reputation 125

Marshall Goldsmith

MAY 10, 2011

On the surface, 'purpose' and 'goal' seem to be similar, if not synonymous, terms. But in parsing the definitions, we discover they're very different concepts. - Goals are specific objectives we strive to achieve, usually within defined parameters of space, time and resources. - Purpose is the 'why' behind any thought or deed. Purpose is not about achieving a goal--it's more of a way of life.

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

Marshall Goldsmith

MAY 24, 2011

I have observed one leadership development process that builds leaders and helps companies make money at the same time - action learning. After seeing how action learning worked at GE and IBM, I am surprised that more companies don't do it. My friend, Chris Cappy, has spent years in GE, IBM and other major companies implementing action learning. I will let Chris describe the basics of how this process works: The essence of action learning involves working through real problems, reviewing both th

Action Learning 120

Action Learning Succession Learning-by-Doing Participative 120

Marshall Goldsmith

MAY 3, 2011

In the movie Wall Street, Michael Douglas won an Oscar for his portrayal of the rude, larcenous wheeler-dealer Gordon Gekko. Well, I worked with a real-life investment banker could have inspired the Gekko character. As an executive coach, I work with supremely successful people who need to change some behaviors. The man I coached--let's call him Mike--wasn't amoral and unethical like Gekko, but he had some competitive fires that made him treat people poorly.

360-Degree Feedback 115

360-Degree Feedback Gordon CEO Learning-by-Doing 115

Marshall Goldsmith

MAY 31, 2011

This is a great question - which I just reviewed from another blog. I hope that my answer is helpful: - My first suggestion is to work on improving the team behavior of every team member. In this way, the one person you are having problems with won't feel 'singled out' by you. - Have each team member ask each other team member a simple question: "In the future, how can I do a great job of helping our team demonstrate effective teamwork?

Team 117

Team Teamwork Learning-by-Doing Participative 117