Marshall Goldsmith

JANUARY 30, 2017

When you think about it this creates exactly the opposite of the environment an effective leader wants. In this much calmer environment, he encouraged his reports to be honest about their problems. If people have problems, you want to get them out on the table so you can help them find solutions.

Competitive Advantage 70

Competitive Advantage Video Report Executive Coaching 70

Marshall Goldsmith

MARCH 28, 2016

I believe that companies should do whatever they can to create an environment that builds employee engagement. I had no disagreement with anything that they said. It all seemed very logical to me.

Airlines 70

Airlines Video Human Resources Blog 70

Marshall Goldsmith

APRIL 6, 2015

These are important things like delivering fair pay and benefits, providing tools and resources, creating a safe workplace environment, and so on. And while some of your life is going to be impacted by your environment, by a program, coach, or company – a lot is going to be up to you! But who is learning to take responsibility?

Executive Coaching 70

Executive Coaching Video Learning-by-Doing Proposal 70

Marshall Goldsmith

OCTOBER 12, 2015

In sports, we welcome coaching because we need an expert eye correcting our technique, exhorting us to try harder, and reminding us to maintain our poise in the game-day environment of competition. In our private lives, where our chaotic environment triggers undesirable behavior, we don’t always welcome coaching.

COO 70

COO Sports Video CEO 70

Marshall Goldsmith

FEBRUARY 9, 2015

It’s a reminder that our environment tempts us many times a day to engage in pointless arguments. And, it creates a split-second delay in our potentially prideful, cynical, judgmental, argumentative, and selfish responses to our environment. This delay gives us time to consider a more positive response.

Executive Coaching 70

Executive Coaching Tactics Video Positioning 70

Marshall Goldsmith

AUGUST 3, 2015

Our behavior is shaped, both positively and negatively, by our environment—and a keen appreciation of our environment can dramatically lift not only our motivation, ability, and understanding of the change process, but also our confidence that we can actually do it. Or we have understanding and ability but lack the motivation.

Self-aware 70

Self-aware Video Long-term Motivation 70

Marshall Goldsmith

OCTOBER 17, 2011

Less successful people tend to see success as a function of external factors - or the environment. When negative environmental factors impact our success, our strong internal locus of control makes it hard for us to accept the reality of the external environment. It makes us motivated and encourages us to build our skills.

Prahalad 120

Prahalad Banking Budgeting Motivation 120

Marshall Goldsmith

MARCH 9, 2015

Let’s look at four environments that trigger “good enough” behavior. We begin to change our environment rather than be changed by it. What’s worrisome is when the striving stops, our lapses become more frequent, and we begin to coast on our reputation. This is the perilous moment when we start to settle for “good enough.”.

Compliance 70

Compliance Licensing Motivation Video 70

Marshall Goldsmith

FEBRUARY 13, 2012

Ask each of them, "What can your manager do to create an environment where this is a great place for you to work?" - Don't focus on what you cannot change. On a recent trip to Google (GOOG), I was amazed to see the efforts the company was making to create a fantastic environment for knowledge workers. Focus on what you can change.

Drucker 126

Drucker Transportation Company Follow-up 126

Marshall Goldsmith

MAY 4, 2015

As you might know, one of this book’s central arguments is that our environment affects us in powerful, insidious, and mysterious ways. We talked about the environment they’re trying to create, and talked about my friend Alan Mulally’s process. Depletion is one of those environmental hazards.

Library 70

Library Self-aware Open-book Short-term 70

Marshall Goldsmith

OCTOBER 19, 2015

In this much calmer environment, he encouraged his reports to be honest about their problems. Alan rooted out those problems through his brilliantly simple Business Plan Review program, which made meetings highly structured. Instead of bravado, he encouraged them to show humility and admit where they needed help.

Competitive Advantage 70

Competitive Advantage Video Report Executive Coaching 70

Marshall Goldsmith

OCTOBER 27, 2014

The company was operating in a rapidly changing environment. On the other side of the coin, a division president learned that his employees consistently wanted more direction on one key topic. His direct reports didn’t need to be told what to do or how to do it in terms of technical details.

Delegation 152

Delegation Morale Report Learning-by-Doing 152

Marshall Goldsmith

AUGUST 4, 2013

He didn’t just work to develop his leaders–he created an environment in which the company’s leaders were working to develop him. He made sure that he was evaluated by the same standards that he set for everyone else. He consistently reached out to coworkers.

Development 180

Development 360-Degree Feedback CEO Open-book 180

Marshall Goldsmith

DECEMBER 2, 2010

It's made even tougher because many of the practices executives use don't work in today's uncertain environment. The estimates of demand fall apart because the business environment is so uncertain. Finding, retaining, and developing talent is one of the toughest business challenges executives face.

Attrition 107

Attrition Talent Management Human Capital Supply Chain 107

Marshall Goldsmith

FEBRUARY 27, 2012

Sucking-up happens because we all tend to create an environment where people learn to suck-up to us. Every company claims to discourage suck-ups. Every leader claims to despise suck-ups. If we all hate suck-ups so much, why does so much sucking-up go on? We can easily see this in others. It is just hard to see in ourselves.

Engineering 121

Engineering Class Learning-by-Doing Education 121

Marshall Goldsmith

APRIL 28, 2014

The company was operating in a rapidly changing environment. On the other side of the coin, a division president learned that his employees consistently wanted more direction on one key topic. His direct reports didn’t need to be told what to do or how to do it in terms of technical details.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Marshall Goldsmith

SEPTEMBER 14, 2015

When my good friend Alan Mulally became CEO of Ford, he set to work to create an environment where the executive team, notorious for not working together, could learn to play well with each other. Or we’re so satisfied with how far our behavior has already taken us in life that we smugly reject any reason to change.

Teamwork 70

Teamwork Video Learning-by-Doing Team 70

Marshall Goldsmith

JULY 20, 2015

Again, employees answer focusing on the environment (or outside). Answering such questions, employees seldom look within to take responsibility for their own goal-setting. Companies then invariably take the next natural step and ask for suggestions about making changes.

Succession 70

Succession Goal Training Learning-by-Doing 70

Marshall Goldsmith

JANUARY 11, 2016

External triggers come from the environment. For instance, you see a family photo, it triggers thoughts and memories – and you remember to call your sister. A trigger can be internal or external. Our five senses pick up on them, as well as our minds. Have you ever heard that “little inner voice”?

Succession 70

Succession Video Short-term Influence 70

Marshall Goldsmith

SEPTEMBER 30, 2013

By consistently asking for input, they create an environment that fosters open communication. One organization that was a role model in “turning around” a poor ethical situation, trained all managers on how to create an environment that encouraged upward challenge.

Ethics 122

Ethics Guidelines Executive Coaching Construction 122

Marshall Goldsmith

APRIL 8, 2017

As an executive coach, I help people understand how our beliefs and the environments we operate in can trigger negative behaviors. Through simple and practical advice, I help people achieve and sustain positive behavioral change. My mission is simple.

Executive Coaching 79

Executive Coaching Execution 360-Degree Feedback Video 79

Marshall Goldsmith

AUGUST 29, 2011

A self-starter, he prides himself on being able to land on his feet in virtually any new environment. He is a great executive. He is extremely intelligent, hard-working, creative, and entrepreneurial. He gets the job done. Not only doesn't he need much supervision; he doesn't like it when people treat him as if he needs lots of help.

Prahalad 175

Prahalad Advice Report Learning-by-Doing 175

Marshall Goldsmith

FEBRUARY 17, 2014

War provides an opportunity to observe leaders making critically important decisions in the ultimate high-stakes environment. He also learned that becoming less judgmental was definitely worth it. As you watch each leader on television ask yourself, “Does he believe that he is right?” ” then ask, “Is it worth it?”

Learning-by-Doing 142

Learning-by-Doing Open-book CEO Execution 142

Marshall Goldsmith

MAY 26, 2015

In an environment where leaders are increasingly time sensitive, the Stakeholder Centered Coaching process is very time efficient as the leadership growth process is integrated with stakeholder interactions on the job. . 2) Time efficient. 3) Equips leaders to lead the process of positive change in the future.

Training 70

Training Workshop Conference Brand 70

Marshall Goldsmith

JULY 14, 2013

My editor friend had created an environment where getting face time with her was as easy as going to the ATM. Staff members often assume that if their leader chooses to spend her limited time with any one person, that person’s ideas and opinions must be uniquely valued.

Magazine 138

Magazine Open-book Delegation Loyalty 138

Marshall Goldsmith

NOVEMBER 7, 2011

Like higher executives, peers can write off their colleagues and create an environment where nothing they do to change will be given any credibility. In other cases executives may want the person to succeed, but peers may sabotage the chances of coaching making a positive difference.

Executive Coaching 126

Executive Coaching Govindarajan Prahalad Leadership 126

Marshall Goldsmith

MARCH 23, 2015

Going through life and never changing our tastes, opinions, and everyday preferences is unimaginable—because our environment won’t allow it. The world around us changes and we change with it, if only because it’s easier to go with the flow.

Video 70

Video Learning-by-Doing Loyalty Blog 70

Marshall Goldsmith

AUGUST 2, 2016

Again, employees answer focusing on the environment (or outside). Answering such questions, employees seldom look within to take responsibility for their own goal-setting. Companies then invariably take the next natural step and ask for suggestions about making changes.

Video 70

Video Goal Training Blog 70

Marshall Goldsmith

MAY 17, 2011

He didn't just work to develop his leaders--he created an environment in which other leaders were working to develop him. He was evaluated by the same standards that he set for everyone else. He consistently reached out to coworkers.

Development 125

Development 360-Degree Feedback CEO Reputation 125

Marshall Goldsmith

AUGUST 19, 2013

Here’s a straightforward answer: Without meaning to, we all tend to create an environment where people learn to reward others with accolades that aren’t really warranted. Which raises a question: If leaders say they discourage sucking up, why does it happen so often? We can see this very clearly in other people.

Follow-up 129

Follow-up Learning-by-Doing Open-book Document 129

Marshall Goldsmith

DECEMBER 19, 2011

As was mentioned earlier, leaders need to encourage passion to create an environment where people are happy and want to come to work. o Expand their contributions Two of the most important needs of hard-working professionals are happiness and meaning.

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Marshall Goldsmith

DECEMBER 16, 2013

Executives who create a dynamic, new human resource model will retain the high-knowledge talent needed to succeed in tomorrow’s globally competitive environment. Traditional compensation plans must be challenged, needless bureaucracy eliminated, and intrapreneurial opportunities provided. Life is good. Marshall@MarshallGoldsmith.com.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Marshall Goldsmith

DECEMBER 1, 2010

However, the starting point for behavioral economists is how people behave, often in a controlled lab environment, which often leads to different conclusions about the logic and efficacy of many things, including mortgages, savings, and health care in both business and personal realms.

Real Estate 117

Real Estate Health Care Crisis Policies 117

Marshall Goldsmith

FEBRUARY 15, 2015

We abuse self-sufficiency, ignoring the value of a supportive environment, taking foolish pride in doing it all ourselves. We believe that we are solely responsible for our own happiness and success, that positive change starts and ends within us and is neither shaped nor determined by the people around us. We trigger our isolation.

Succession 70

Succession Self-aware Learning-by-Doing Video 70

Marshall Goldsmith

DECEMBER 7, 2010

keeping in mind to look for trends, consider the organizational environment, and highlight key patterns; and you've had organizational surveys taken so you understand how you as a leader have influenced your organization. You've also reviewed all the feedback.

Due Diligence 115

Due Diligence CEO Executive Coaching Tactics 115

Marshall Goldsmith

JUNE 7, 2011

The work environment requires increased global savvy, virtual skill, and technological knowledge. Do you participate in hiring decisions or developing leaders? If so, pay attention! The workforce is changing dramatically--in two years, there will be more members of the Millennial Generation than Baby Boomers.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Marshall Goldsmith

NOVEMBER 26, 2012

And, of course, if your staff is composing or forwarding offensive jokes to one another, you could rightly be disciplined or sued for allowing a hostile work environment. According to a survey by the American Management Assn. and the ePolicy Institute, 60% of e-mail users admit to having sent e-mail with adult content at work.

Price 87

Price Cost Course Books 87