Marshall Goldsmith

APRIL 28, 2014

Delegation is not a quality like “demonstrating integrity” or “complying with the law.” I saw an extreme example of the “empowerment is good” flaw in one of America’s largest companies. The company was operating in a rapidly changing environment. Delegate more effectively.

Delegation 137

Delegation Report Learning-by-Doing Consensus 137

Marshall Goldsmith

DECEMBER 19, 2011

In leading today's knowledge workers, it is important to invert the pyramid and look at leadership vis-a-vis the wants and needs of the professional - as opposed to the skills of the leader. When I ask high-potential leaders why they stay with their companies, "I love working here!" is a very common response!

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Marshall Goldsmith

AUGUST 25, 2014

I have reviewed summary 360 feedback reports from many companies. With this approach almost no time gets wasted on judging the quality of the ideas or “proving that the ideas are wrong”. Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together.

Construction 143

Construction Video Participative Learning-by-Doing 143

Marshall Goldsmith

MARCH 28, 2016

At one recent convention, I had the opportunity to listen to incredibly smart, prepared HR professionals who had done their homework about the topic of engagement and important related factors like: quality of leadership, fair compensation, recognition programs, needed training, and effectively communicated corporate values.

Airlines 70

Airlines Video Human Resources Blog 70

Marshall Goldsmith

FEBRUARY 11, 2013

In the 1980s, I appeared on a videotape that was widely distributed as part of a leadership development course for IBM managers. After losing billions of dollars, the IBM board woke up and decided to get new leadership. They changed the company, and IBM made a remarkable comeback. We need a new kind of leadership.

Telecommunications 98

Telecommunications Education Politics Quality 98

Marshall Goldsmith

NOVEMBER 22, 2010

One of the most common leadership development questions that I hear from executives is, "Why does succession planning feel like such a waste of time?" Jim is the former CLO of three major companies. Here are some of our thoughts on how to make leadership succession a more relevant process in your company.

Planning 118

Planning Efficiency Succession Tips 118

Marshall Goldsmith

OCTOBER 16, 2012

Our greatest challenge as leaders isn’t understanding the practice of leadership; it’s practicing our understanding of leadership. The consistent and ongoing misassumption of almost all leadership development programs is, “If they understand, they will do.” by Marshall Goldsmith. Most make a lot of sense.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

NOVEMBER 4, 2013

The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. At the consulting firm McKinsey and Company, a Director may often have less detailed knowledge about a client than a more junior partner. The challenge of leadership is growing.

Short-term 107

Short-term Long-term Trends Report 107

Marshall Goldsmith

MAY 12, 2014

They all had profitability goals, growth goals, quality goals, customer goals, health goals and so on. Many start with benefits that are “corporately correct,” such as “This change will help my company make more money,” and end with benefits that are more human, such as “This change will make me a better person.”

Conference 130

Conference Participative Organizational Behavior Open-book 130

Marshall Goldsmith

MAY 1, 2012

I have reviewed summary 360-degree feedback reports for more than 50 companies. With this approach almost no time is wasted judging the quality of the ideas or trying to refute the suggestions. They don't have to know you. Most of us hate getting negative feedback, and we don't like to give it. If you can use it, great! Lyons, eds.

360-Degree Feedback 127

360-Degree Feedback Participative Committee Efficiency 127

Marshall Goldsmith

FEBRUARY 1, 2012

I have reviewed summary 360-degree feedback reports for more than 50 companies. With this approach almost no time is wasted judging the quality of the ideas or trying to refute the suggestions. They don't have to know you. Most of us hate getting negative feedback, and we don't like to give it. If you can use it, great! Lyons, eds.

360-Degree Feedback 114

360-Degree Feedback Participative Committee Efficiency 114

Marshall Goldsmith

AUGUST 5, 2012

I have reviewed summary 360-degree feedback reports for more than 50 companies. ” With this approach almost no time is wasted judging the quality of the ideas or trying to refute the suggestions. This column has been modified from “Try FeedForward Instead of Feedback” in Coaching for Leadership, M. Lyons, eds.

360-Degree Feedback 89

360-Degree Feedback Participative Committee Positioning 89

Marshall Goldsmith

JUNE 9, 2013

For example, I advise my clients to be very conscious of their tendency to grade or rate people on the quality of their suggestions. Perhaps the most outrageous story about a leader’s unappreciated power comes from the CEO of a telephone company. Leadership' Bosses do this all the time.

CEO 146

CEO Open-book Magazine Middle Management 146