Marshall Goldsmith

OCTOBER 27, 2014

Kill morale, careers, and even a company. Honest, ethical, and legal behavior is always appropriate—delegation isn’t. Delegation killed morale, careers, and the company. Delegation won’t blindly kill—instead it will appropriately breathe new life into an organization and build morale, careers and a company.'

Delegation 152

Delegation Morale Report Learning-by-Doing 152

Marshall Goldsmith

DECEMBER 26, 2011

While IBM would always fire employees for ethical violations, almost no one was fired because of poor performance. If you wore a white shirt, showed up, and met minimal expectations, you had a job for your entire career. Decreased Job Security In the early '80s I did a study of dismissals at IBM (IBM).

Health Care 132

Health Care CFO Competitive Advantage Outsourcing 132

Marshall Goldsmith

AUGUST 22, 2011

Their answers had nothing to do with integrity, ethics, or values. It also probably explains why you don't do many things in your life and career that you know you should. The 'do-nothings' were good people with good values. They were intelligent people who felt bad about not following up with their co-workers.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

Marshall Goldsmith

OCTOBER 16, 2012

Throughout my career, I have had the opportunity to interview hundreds of leaders in the did-nothing category. Their answers never have anything to do with ethics or integrity. In spite of some terrible recent examples of ethics violations, most leaders I meet are highly ethical people. They are not liars or phonies.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

NOVEMBER 9, 2016

Herminia Ibarra – Thinkers 50 #8 Management Thinker 2015, #1 Leadership Thinker 2013, Professor at INSEAD, best-selling author Working Identity: Unconventional Strategies for Reinventing Your Career. David Peterson – Pioneer executive coach, head of coaching at Google, author Development FIRST and Leader as Coach.

Disruptive Innovation 70

Disruptive Innovation Executive Coaching Human Resources CEO 70

Marshall Goldsmith

DECEMBER 31, 2012

Their answers had nothing to do with integrity, ethics, or values. It also probably explains why you don’t do many things in you own life and career that you know you should. The “do-nothings” were good people with good values. They generally felt bad about doing no follow-up with their co-workers.

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Marshall Goldsmith

MAY 3, 2011

This should have been the apex of Mike's young career. He communicated clear expectations for ethics, values, and behavior. But Mike put up astounding numbers with his trades. His profit contribution was so vast that the CEO promoted him into management. Instead, it exposed his bad side. From the beginning, Kent led by example.

360-Degree Feedback 115

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