Marshall Goldsmith

APRIL 6, 2015

Who is really being trained? Historically, almost all of the evaluations of executive coaching is on the popularity of the coach. Companies want to hire coaches who are popular with executives. Who is really being trained? The executive coach is reinforced for being popular. Who is being trained?

Executive Coaching 70

Executive Coaching Video Learning-by-Doing Proposal 70

Marshall Goldsmith

APRIL 8, 2017

The one thing you need to have a super-charged career today is – drum roll please – an executive coach. People often ask me: Why do top level, successful executives need a coach? Why shouldn’t successful executives have a coach? Thirty years ago, no CEO or executive would admit to having a coach. Of course not!

Career 79

Career Follow-up Video CEO 79

Marshall Goldsmith

MARCH 18, 2013

Yet, despite the 50,000 books on the subject, leadership conferences, training programs, executive education programs, even much of the executive coaching that is happening all over the world, it is my belief we haven’t “moved the needle” enough. Why is this? Enjoy the journey! a global leadership consulting firm.

Leadership 116

Leadership Executive Coaching Core Competence Consultative 116

Marshall Goldsmith

JUNE 28, 2017

And more recently in New York City where we spent two days with two of the greatest leaders of our time, Frances Hesselbein and Dr. Jim Kim, President of the World Bank, and where they were formally trained in Stakeholder Centered Coaching by Dr. Frank Wagner, Chris Coffey, and Will Linssen. It is time now to announce the second cohort.

Executive Coaching 70

Executive Coaching Human Resources Magazine CEO 70

Marshall Goldsmith

OCTOBER 27, 2014

When C-level executives are asked what change they could make to become a more effective leader, one of the most common answers is, “I need to delegate more!”. My caution to these executives is always the same: Inappropriate delegation can kill. Most often leaders don’t need to delegate more, they need to delegate more effectively!

Delegation 152

Delegation Morale Report Learning-by-Doing 152

Marshall Goldsmith

JANUARY 27, 2014

Executive coaches will be those people who can help leaders find the knowledge they need. The executive of the future will readily access thought leaders who are the experts on almost any relevant issue through a variety of print, audio, video, and electronic media. Fantastic Opportunity. This seldom works.

360-Degree Feedback 121

360-Degree Feedback Long-term Globalization Tools 121

Marshall Goldsmith

FEBRUARY 3, 2014

All were trained to respond to co-workers on their feedback using a very simple follow-up process. At the end of the training, leaders were asked in a confidential survey if they were going to do what was taught in the program. The training that they attended produced no more change than staying home and watching sitcoms.

360-Degree Feedback 166

360-Degree Feedback Follow-up Ethics Learning-by-Doing 166

Marshall Goldsmith

APRIL 28, 2014

When C-level executives are asked what change they could make to become a more effective leader, one of the most common answers is, “I need to delegate more!” ” My caution to these executives is always the same: Don’t delegate more. Delegate more effectively. He was pleasantly surprised at the outcome.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Marshall Goldsmith

FEBRUARY 24, 2014

Examples of Enron’s good deeds in the community and the professed character of Enron’s executives were particularly noteworthy. Despite the lofty words, many of Enron’s top executives either have been indicted or are in jail. We looked at the impact of leadership development programs in changing executive behavior.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

Marshall Goldsmith

APRIL 7, 2014

Leaders, especially technically trained leaders, often get so enamored with sharing insights aimed at improving the quality of an idea that they forget about the impact these insights might have on their employees’ commitment to execute the idea. If we aren’t careful, the idea will no longer be their idea.

Commitment 138

Commitment EPS Ulrich CEO 138

Marshall Goldsmith

JUNE 22, 2015

It mirrored his training and mindset as an engineer. When Alan arrived at Ford he instituted mandatory weekly Thursday morning meetings, known as the Business Plan Review(BPR) with his sixteen top executives and the executive’s guests from around the world. At first a few executives thought Alan must be joking.

BPR 70

BPR Succession Restructuring Video 70

Marshall Goldsmith

JULY 20, 2015

Kelly and I were discussing one of the mysteries of my field – why is there such a poor return from American companies’ $10B investment in training programs to boost employee engagement. For instance, “Managers need to be trained in goal setting” or “Our executives need to be more effective in communicating our vision” are typical responses.

Succession 70

Succession Goal Training Learning-by-Doing 70

Marshall Goldsmith

AUGUST 2, 2016

Kelly and I were discussing one of the mysteries of my field – why is there such a poor return from American companies’ $10B investment in training programs to boost employee engagement. For instance, “Managers need to be trained in goal setting” or “Our executives need to be more effective in communicating our vision” are typical responses.

Video 70

Video Goal Training Blog 70

Marshall Goldsmith

OCTOBER 5, 2015

We enlist a friend to join us for yoga class or commit to training for a marathon with a group. This “power of two” thinking works well for overt personal objectives, such as quitting smoking, losing weight, or athletic training, where we’re relying more on moral support rather than instructive coaching, to reach a clearly marked finish line.

Video 70

Video Bond Blog Morale 70

Marshall Goldsmith

NOVEMBER 11, 2013

Your best coaches will not necessarily be outside experts who have credentials or training in your field. Your best coaches will not necessarily be outside experts who have credentials or training in your field. by Marshall Goldsmith. How can successful people get even better? They may be people who impact your life daily.

360-Degree Feedback 146

360-Degree Feedback Construction Follow-up Resistance 146

Marshall Goldsmith

OCTOBER 16, 2012

All were trained to respond to co-workers using a simple follow-up process. At the end of the training, leaders were asked in a confidential survey if they were going to do what was taught in the program. The training that they attended produced no more change than staying home and watching sitcoms.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

MAY 5, 2014

While the survey is intended to point out why bosses need to be trained so they can change behavior, the results also may be interpreted to point out why employees need to be trained so they can change behavior. We have all made useless, destructive comments about our bosses and co-workers. This is not just true for employees.

360-Degree Feedback 122

360-Degree Feedback Learning-by-Doing Survey CEO 122

Marshall Goldsmith

JANUARY 19, 2015

Many years ago, a VP participant of a training session I facilitated asked me the perfectly reasonable question, “Does anyone who goes to one of these leadership development programs ever really change?”. Why would people go through a training, promise to implement what he/she had learned, and then not do it? I thought about it.

Follow-up 70

Follow-up Learning-by-Doing Participative Training 70

Marshall Goldsmith

NOVEMBER 18, 2013

Recently, one executive was asked, “How much do you spend each year on leadership development programs?” By asking for feedback, analyzing the results, developing a focused action plan for change and following-up, leaders are perceived as more effective. by Marshall Goldsmith.

Leadership 132

Leadership Follow-up Report Drucker 132

Marshall Goldsmith

APRIL 5, 2011

Many knowledge workers have years of education and experience in training for their positions, yet have almost no training in how to effectively influence decision makers. Don’t assume that executives can automatically “make the connection” between the benefit to your unit and the benefit to the larger corporation.

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

MAY 19, 2013

Next, if the person was skilled and/or lucky, more promotions followed until he or she eventually became an executive who could tell lots of people what to do. In today’s AT&T, leaders are trained to “break the mold,” empower people, and consistently reach out to acquire new insights. Figure 23.1.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Marshall Goldsmith

JUNE 28, 2017

Ben is president of the World Business and Executive Coach Summit and founder of Ethical Coach and he asked me to talk about my pay it forward project 100 Coaches. Recently, I had the opportunity to do an online session with my friend Ben Croft for the WBECS 2017 Summit.

NGO 70

NGO Ethics Hersey Webinar 70

Marshall Goldsmith

DECEMBER 25, 2012

’ Our school’s mission is to be a world leader in practical training related to the human side of organizations. Shortly after this school naming I was interviewing the team members of a client executive that I was going to coach. I really loved the company and was looking forward to working with the executive.

Learning-by-Doing 87

Learning-by-Doing Human Resources Quality Succession 87

Marshall Goldsmith

MAY 26, 2014

It might be those five minutes in the executive meeting when you had the floor and nailed the argument that you wanted to make. In my volunteer work, my client was the executive director of one of the world’s most important human services organizations. Successful people consistently over-rate themselves relative to their peers.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Marshall Goldsmith

MAY 10, 2011

For example, I once taught a leadership development session for executives and their spouses or partners. In the session, executives learned that their partners often felt ignored or put in 'second place' compared with work. Have you ever attended a training session entitled Stupid Things We're Doing That We Need to Stop Doing?

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

Marshall Goldsmith

MARCH 8, 2011

Bob had invented 'sensitivity training', published a popular article in the Harvard Business Review, and was a full professor. Today I help executives develop a profile of desired leadership behavior. I believed I was involved in discovering deeper human understanding, selfactualization, and profound wisdom. Early in my Ph.D.

Class 118

Class Learning-by-Doing Energy Advice 118

Marshall Goldsmith

JANUARY 20, 2014

So, most executives develop a profile of their “desired behaviors.” When co-workers are trained to be supportive coaches, the follow-up process provides for ongoing constructive suggestions and recognition, reinforcing the commitment to change. Successful people desire internal consistency. Develop a follow-up process.

Self-aware 145

Self-aware Construction Commitment Follow-up 145

Marshall Goldsmith

MAY 1, 2012

Traditional training does not seem to make a great deal of difference. Imagine you have just made a terrible presentation in front of the executive committee. If leaders got better at providing feedback every time the performance appraisal forms were "improved," most would be perfect by now!

360-Degree Feedback 127

360-Degree Feedback Participative Committee Efficiency 127

Marshall Goldsmith

JULY 25, 2011

It might be those five minutes in the executive meeting when you had the floor and nailed the argument you wanted to make. I have asked more than 80,000 participants in my training programs to rate themselves in terms of their performance relative to their professional peers.

Succession 117

Succession Prahalad Bottom-up Survey 117

Marshall Goldsmith

FEBRUARY 1, 2012

Traditional training does not seem to make a great deal of difference. Imagine you have just made a terrible presentation in front of the executive committee. If leaders got better at providing feedback every time the performance appraisal forms were "improved," most would be perfect by now!

360-Degree Feedback 114

360-Degree Feedback Participative Committee Efficiency 114

Marshall Goldsmith

DECEMBER 17, 2012

I think he invented the term “sensitivity training” He was an important person in our school. Today I have the opportunity to coach top executives in large organizations. Bob was a full professor who had published the most widely distributed article in the history of the Harvard Business Review. Lifelong Lessons.

360-Degree Feedback 110

360-Degree Feedback Class Learning-by-Doing Energy 110

Marshall Goldsmith

NOVEMBER 4, 2013

While these advantages are easy to see from the vantage point of the CEO, they can be difficult to execute. Leaders are trained to challenge their managers when they believe that the direction they are being given is not in the best interest of the client. They have to learn to share people, capital, and ideas.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Marshall Goldsmith

AUGUST 5, 2012

Traditional training does not seem to make a great deal of difference. Imagine you have just made a terrible presentation in front of the executive committee. If leaders got better at providing feedback every time the performance appraisal forms were “improved,” most would be perfect by now! Your manager is in the room.

360-Degree Feedback 89

360-Degree Feedback Participative Committee Positioning 89

Marshall Goldsmith

MARCH 18, 2013

It might be those five minutes in the executive meeting when you had the floor and nailed the argument that you wanted to make. In my volunteer work, my client was the executive director of one of the world’s most important human services organizations. Successful people consistently over-rate themselves relative to their peers.

Succession 107

Succession Commitment Follow-up Learning-by-Doing 107