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. Our government—all governments, crave superior leadership. Why is this?

Leadership 116

Leadership Executive Coaching Core Competence Consultative 116

Marshall Goldsmith

NOVEMBER 18, 2013

Peter Drucker has said, “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” And, 95 percent of the leaders who ask for feedback and engage in frequent follow-up are perceived as much more effective.

Leadership 132

Leadership Follow-up Report Drucker 132

Marshall Goldsmith

OCTOBER 27, 2014

How to Ensure Effective Delegation. Another advantage was that his direct reports were getting on-the-job training that could help them take on larger responsibilities in the future. His direct reports didn’t need to be told what to do or how to do it in terms of technical details. Schedule one-on-one sessions with each person.

Delegation 152

Delegation Morale Report Learning-by-Doing 152

Marshall Goldsmith

FEBRUARY 8, 2018

Gianpiero Petriglieri – Associate Professor of Organisational Behaviour at INSEAD , Director of the Management Acceleration Programme at INSEAD , medical doctor and psychiatrist by training. Author: How to Be Happy at Work. . Canadian Coach of the Year, Rhodes Scholar, and an expert on leadership development and training coaches.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Marshall Goldsmith

APRIL 28, 2014

Another advantage was that his direct reports were getting on-the-job training that could help them take on larger responsibilities in the future. His direct reports didn’t need to be told what to do or how to do it in terms of technical details. The company was operating in a rapidly changing environment.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Marshall Goldsmith

JULY 19, 2016

At these sessions, incredibly smart, prepared HR professionals declare that to increase employee engagement we need more rewards, recognition, training, and empowerment in organizations, that companies need more and better programs to engage their employees. And yet, these programs are not working. Something is not working!

Video 70

Video Airlines Human Resources CEO 70

Marshall Goldsmith

JUNE 7, 2011

One talented manager asked for training, and was told that there was no budget for it. Despite the company's message of valuing the development of people, if training isn't in the budget, it isn't believable. No one can tell you how to do anything that hasn't been done before.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

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

MAY 19, 2013

In a talk to the Drucker Foundation Advisory Board in 1993, Peter Drucker said, “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” How will the leader of tomorrow differ from the leader of yesterday?

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Marshall Goldsmith

JANUARY 20, 2014

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. By knowing how to help people change, you can get a huge ROI from your development efforts. These focused dialogues need take only a few minutes.

Self-aware 145

Self-aware Construction Commitment Follow-up 145

Marshall Goldsmith

MAY 10, 2011

Have you ever attended a training session entitled Stupid Things We're Doing That We Need to Stop Doing? Have the Courage to Ask Peter Drucker once observed, 'The leader of the past knew how to tell; the leader of the future will know how to ask.' We don't teach leaders what to stop. They need to learn what to stop.'

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

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. Knowledge workers can be defined as people who know more about what they are doing than their managers do.

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

NOVEMBER 4, 2013

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. When direct reports know more than their managers, they have to learn how to “influence up.” They will be partners leading in a network, not managers leading in a hierarchy.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Marshall Goldsmith

SEPTEMBER 26, 2012

You don’t get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently. ” I trained many generals that year. At the higher levels, all the leading players are technically skilled, smart, and up-to-date on the technical aspects of their job.

Skills 114

Skills CFO Cost-Benefit Analysis Welch 114

Marshall Goldsmith

MARCH 1, 2011

You don't get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently. I trained many generals that year. At the higher levels, all the leading players are technically skilled, smart, and up-to-date on the technical aspects of their job.

Skills 123

Skills CFO Cost-Benefit Analysis Welch 123