Marshall Goldsmith

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Lessons I Learned from the Father of Modern Management, Peter Drucker

Marshall Goldsmith

He not only taught me about management, he also taught me about life. Peter once told me that companies should be able to “put their mission statement on a T-shirt.” Peter replied, “To help other people achieve their goals—assuming that they are not immoral or unethical!”. He loved his wife, family, friends, work, and life.

Drucker 120
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Two Elements for Effective Delegation

Marshall Goldsmith

Kill morale, careers, and even a company. I saw an extreme example of the “empowerment is good” flaw in one of America’s largest companies. Perhaps they could learn from their mistakes when the mistakes cost thousands of dollars, but the company went bankrupt when the mistakes cost billions. So what do you do, kill delegation?

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Leaders Make Values Visible

Marshall Goldsmith

Companies have wasted millions of dollars and countless hours of employees’ time agonizing over the wording of statements that are inscribed on plaques and hung on walls. ” There is an implicit hope that when people – especially managers – hear great words, they will start to exhibit great behavior.

Ethics 137
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Millennials Speak! 5 Future Leadership “Must Haves”

Marshall Goldsmith

So, why do most companies go about picking their next generation mired in the past? The truth is that companies that only choose wise, experienced people for this task of succession are mired in myopia. It is a company looking into the future like a horse with blinders. To begin, let’s start with a premise I hear over and over.

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To Help Others Develop, Start With Yourself

Marshall Goldsmith

Hewitt and Chief Executive magazine put General Mills on their latest list of the top-20 companies for leaders, among such familiar names as IBM and General Electric. Hewitt found that these organizations tend to more actively manage their talent. Michael Dell, whose company made the Hewitt list, is a perfect example.

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Don’t Delegate More – Delegate More Effectively

Marshall Goldsmith

I saw an extreme example of the “empowerment is good” flaw in one of America’s largest companies. Perhaps they could learn from their mistakes when the mistakes cost thousands of dollars, but the company went bankrupt when the mistakes cost billions. The company was operating in a rapidly changing environment.

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Retain Your Top Performers

Marshall Goldsmith

Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. Employees are wondering, “If the company is willing to dump me at its convenience, why shouldn’t I dump the company at my convenience?”