Marshall Goldsmith

JANUARY 20, 2014

If they set a goal and announce it, they tend to do “whatever it takes” to achieve the goal. They are responsive in achieving goals that they set but resist changes that make them feel judged or manipulated. Respond constructively to advice and input when you are involved in selecting the behaviors and the advisors.

Self-aware 145

Self-aware Construction Commitment Follow-up 145

Marshall Goldsmith

SEPTEMBER 29, 2014

Your boss outlines where the larger organization is going in terms of vision, goals, and priorities, then asks you where you think the larger organization should be going. Question two deals with your vision, goals and priorities for your part of the organization. Your leader gives you constructive suggestions for the future.

Learning-by-Doing 168

Learning-by-Doing Report Bottom-up Executive Coaching 168

Marshall Goldsmith

AUGUST 25, 2014

Successful people like getting ideas that are aimed at helping them achieve their goals. In theory, constructive feedback is supposed to “focus on the performance, not the person”. Feed forward , on the other hand, is almost always seen as positive because it focuses on solutions – not problems. They tend to resist negative judgment.

Construction 143

Construction Video Participative Efficiency 143

Marshall Goldsmith

NOVEMBER 11, 2013

Successful people tend to resist negative feedback about their past, but they appreciate constructive suggestions for their future. By focusing on the future, the coach can cover the same material much more constructively. Successful people tend to respond well to future-oriented advice that helps them achieve their goals.

360-Degree Feedback 146

360-Degree Feedback Construction Follow-up Resistance 146

Marshall Goldsmith

MARCH 15, 2011

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 surfaces the direct reports' vision, goals, and priorities. Here leaders begin by giving direct reports constructive suggestions for the future.

Report 129

Report Learning-by-Doing Execution Follow-up 129

Marshall Goldsmith

SEPTEMBER 23, 2013

The first question deals with the “big picture” The executive outlines where the larger organization is going in terms of vision, goals and priorities. Question two deals with the direct reports’ vision, goals and priorities for their part of the organization. Where are we going? What is going well?

Process 160

Process 360-Degree Feedback Report Execution 160