Marshall Goldsmith

DECEMBER 2, 2013

Coaching is a “how to get there” process, not a “where to go” process. Securing agreement will boost commitment. Develop an on-going follow-up process. If the manager takes the process seriously, stakeholders invariably report improvement. The person has been written off by the company.

360-Degree Feedback 135

360-Degree Feedback Teamwork Bond Survey 135

Marshall Goldsmith

DECEMBER 23, 2013

My experience is clear: If leaders get feedback, follow-up, and involve their co-workers in the change process, they get better. Joe is one of the most committed leaders I have ever met. He liked the design of our coaching process, developed a list of key stakeholders, and called Bruce to validate his list.

Teamwork 107

Teamwork Report Learning-by-Doing Follow-up 107

Marshall Goldsmith

APRIL 4, 2016

There are four unique challenges facing internal HR coaches: Confidentiality : If leaders believe that the internal HR coach will use disclosure against them in future personnel decisions, the coaching process will probably not work. Credibility : In some cases, internal HR coaches are not given the credibility of external coaches.

Critical Success Factor 70

Critical Success Factor Case Study Video Discount 70

Marshall Goldsmith

SEPTEMBER 8, 2014

The following process is being used by coaches around the world for this same purpose. This process has been used with great success by both external coaches and internal coaches. Having clients and their managers agree on the desired behaviors and key stakeholders in advance helps ensure their “buy in” to the process.

Follow-up 133

Follow-up CEO Review Process 133

Marshall Goldsmith

MARCH 15, 2011

I suggest that you use an effective, time-efficient, six-question coaching process. You outline the larger organization's direction, vision, goals and priorities, and then ask direct reports where they think the organization should be going. This question builds alignment and commitment to the vision. Where are you going?

Report 129

Report Learning-by-Doing Execution Follow-up 129

Marshall Goldsmith

JANUARY 25, 2011

Once during an executive development session with a group of investment bankers, I was describing the process of helping successful leaders achieve a positive, long-term change in behavior. I replied, “This process will help you make more money, but that is not what is most important.” As I see it, anyone can change.

Objective 119

Objective Long-term Process Execution 119

Marshall Goldsmith

JANUARY 6, 2011

Assuming I have gotten an individual to commit to changing for the better and changing something, I often have a hard time convincing successful people not everything needs improving. Successful people have a glaring tendency to over commit. Maybe it’s denial, although if one is committed to change, denial shouldn’t be an issue.

Commitment 121

Commitment Innovation Open-book Resistance 121

Marshall Goldsmith

SEPTEMBER 16, 2013

When the steps in the coaching process described below are followed, leaders almost always positive behavioral change – not as judged by themselves, but as judged by pre-selected, key stakeholders. This process has been used around the world with great success – by both external coaches and internal coaches.

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Marshall Goldsmith

MAY 26, 2014

Optimists tend to chronically over-commit. His biggest challenge as a leader was not letting his personal optimism lead to staff burnout, turn over and missed commitments. In other words, they were over-committed. When we do what we choose to do, we are committed. It means turning that muscular commitment on its head.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Marshall Goldsmith

NOVEMBER 11, 2013

Positive behavioral change is much more likely to last if the individual who is trying to change has a “support group” (or at least “support person”) who is assisting in the change process. After determining who you want your coaches to be, gain their commitment to the coaching process.

360-Degree Feedback 146

360-Degree Feedback Construction Follow-up Resistance 146

Marshall Goldsmith

OCTOBER 7, 2013

Since we use a “pay only for results” process in behavioral coaching, we have had to learn to qualify our coaching clients. This means that we only work with clients that we believe will benefit from our coaching process. We call this process feedforward, instead of feedback). Involving Key Stakeholders.

Leadership 117

Leadership 360-Degree Feedback Follow-up Learning-by-Doing 117

Marshall Goldsmith

MARCH 31, 2014

In this article, we focus primarily on behavioral goals, such as becoming a better listener or more effective at involving team members in decisions. Much of the published research in the field of goal setting involves health-related goals … by Marshall Goldsmith and Kelly Goldsmith. Leaders need to develop other leaders.

Goal 137

Goal Short-term Long-term Crisis 137

Marshall Goldsmith

MARCH 18, 2013

Optimists tend to chronically over-commit. His biggest challenge as a leader was not letting his personal optimism lead to staff burnout, turn over and missed commitments. ” In other words, they were over-committed. When we do what we choose to do, we are committed. They have a high need for self-determination.

Succession 107

Succession Commitment Follow-up Learning-by-Doing 107

Marshall Goldsmith

NOVEMBER 2, 2015

The typical advertisement or “infomercial” – designed to help people “get in shape” – provides a great example of what not to do in goal-setting. A classic example is the performance appraisal process. They commit to the challenge, task, or process that needs their efforts and make a plan to meet their goals.

Goal 70

Goal Succession Video Advertising 70

Marshall Goldsmith

APRIL 5, 2011

A key part of the influence process involves the education of decision makers. By demonstrated our lack of commitment to the final decision we may sabotage the chances for effective execution. An important guideline in influencing up is to always remember your goal – make a positive difference for the organizations. Nobody wins.

Influence 139

Influence Drucker Guidelines Ethics 139