Marshall Goldsmith

DECEMBER 29, 2016

4) Information – based on the leader’s access to valuable information. In a nutshell, the seven bases of power are: 1) Coercive – based on fear. 2) Connection – based on the leader’s connections to powerful individuals. 3) Expert – based on knowledge and skill of the leader.

Power 96

Power Cost-Benefit Analysis Ethics Video 96

Marshall Goldsmith

JUNE 19, 2014

Withholding information: The refusal to share information in order to maintain an advantage over others. Speaking when angry: Using emotional volatility as a management tool. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.

Drucker 135

Drucker Video Learning-by-Doing Executive Coaching 135

Marshall Goldsmith

MAY 10, 2011

Suppressing vital information lowers value. People take the phrase 'knowledge is power' too literally, thinking the object of the game is to hoard as much information as possible. The problem with willfully withholding information, though, is it rarely achieves the desired effect.

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

Marshall Goldsmith

JANUARY 7, 2013

Withholding information: The refusal to share information to gain or maintain an advantage over others. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts, even when we aren’t asked. Failing to give proper recognition: The inability to praise and reward.

Drucker 137

Drucker Learning-by-Doing Skills Information 137

Marshall Goldsmith

APRIL 8, 2017

First, I solicit 360° feedback from my client’s colleagues – as many as can provide valid information – from up, down and sideways in the chain of command, often including family members – for a comprehensive assessment of their strengths and challenges.

Career 79

Career Follow-up Video CEO 79

Marshall Goldsmith

OCTOBER 26, 2015

Withholding information: The refusal to share information in order to maintain an advantage over others. Speaking when angry: Using emotional volatility as a management tool. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.

Succession 70

Succession Drucker Video Review 70

Marshall Goldsmith

APRIL 8, 2017

If we withhold information, it’s to gain an edge over others. If we argue too much, it’s because we want our view to prevail (in other words we want to win). If we put other people down, it’s our way to position them beneath us (again, winning). If we play favorites, it’s to gain allies so “our side” has an advantage.

Succession 112

Succession Video Blog Follow-up 112

Marshall Goldsmith

AUGUST 24, 2015

They want information to flow up as well as down. Successful leaders and managers today are willing to exercise their leadership in such a way that their people are empowered to make decisions, share information, and try new things. Do you know when that is, or do you keep telling yourself that they aren’t ready yet?

Succession 70

Succession Video Environment Learning-by-Doing 70

Marshall Goldsmith

APRIL 26, 2019

And, the thing is not only is the information likely to be received well, you are helping each other. For instance, if you feel a little nervous talking to people, your friend can help a bit and say, “Oh Marshall, did you know that Dorie just did X, Y, and Z?” Marshall: Brilliant ideas Dorie – Thank you!

Cialdini 70

Cialdini Guidelines Download Learning-by-Doing 70

Marshall Goldsmith

OCTOBER 29, 2012

The quality of information flow within an organization often is a good indicator of the quality of the organization, period. Because of their mass and structure, though, exchanges of information and ideas move through these enterprises about as efficiently as bodily signals inside a brontosaurus. by Marshall Goldsmith.

Bureaucracy 110

Bureaucracy Talent Management Travel Magazine 110

Marshall Goldsmith

OCTOBER 13, 2014

Second, as it dawns upon us that the other party is not confused—maybe their information about our perceived shortcomings is accurate—we go into denial mode. They are misinformed, and they just don’t know what they are talking about. They must have us mixed up with someone who truly does need to change.

Succession 154

Succession Resistance Discount Positioning 154

Marshall Goldsmith

JANUARY 20, 2014

While a positive view of past performance has many positive benefits, it can also make it difficult to change behavior, hear disconfirming information, or objectively rate performance. If successful people respect the source of information, they’ll likely learn and change.

Self-aware 145

Self-aware Construction Commitment Follow-up 145

Marshall Goldsmith

JANUARY 4, 2011

The Internet is global, and information can spread faster than any institution’s ability to control it. Almost all of the brilliant, young people developing new technologies believe in the free flow of information, do not like censorship and are not intimidated by government edict.

Long-term 105

Long-term Diversity Short-term Globalization 105

Marshall Goldsmith

APRIL 4, 2016

For more information about this research, see Linda Sharkey’s article “Leveraging HR: How to Develop Leaders in ‘Real Time’” in the book Human Resources in the 21 st Century. This was seen as part of their job not an add-on. Triggers is a #1 New York Times and Wall Street Journal best-seller!

Critical Success Factor 70

Critical Success Factor Case Study Video Discount 70

Marshall Goldsmith

APRIL 26, 2019

I tell them to go to the SCC webpage for videos, articles, information. So, one of the things I tell people is “just because you went through a two-day certification doesn’t make you a brain surgeon!” It’s all there for people who want to be a great coach. And, that’s one of the questions I ask people, “How good do you want to be?”

Learning-by-Doing 70

Learning-by-Doing Long-term Goal Definition 70

Marshall Goldsmith

NOVEMBER 9, 2015

Second, as it dawns upon us that the other party is not confused—maybe their information about our perceived shortcomings is accurate—we go into denial mode. They are misinformed, and they just don’t know what they are talking about. They must have us mixed up with someone who truly does need to change.

Resistance 70

Resistance Video Discount Blog 70

Marshall Goldsmith

JULY 28, 2014

Acknowledge that you don’t know who said what, but you are very grateful that everyone took the time to provide this helpful information. You want your response to be positive, simple, focused, and fast. 1) Positive: Thank your stakeholder for taking the time to provide you feedback.

Sports 116

Sports 360-Degree Feedback Leadership Executive Coaching 116

Marshall Goldsmith

JUNE 28, 2017

The very fact that they are so highly committed to what they are doing makes it very hard for them to hear contrary information. Because it is incredibly difficult for highly successful leaders, who have put their heart and soul into something, to look into the mirror and say, “This doesn’t work. It’s time to go.”

Short-term 70

Short-term Long-term Video Commitment 70

Marshall Goldsmith

JULY 14, 2014

b) tell your assistant you were already privy to the information and he has wasted precious time? What he doesn’t know is that you were alerted to the situation a few minutes earlier by another colleague. Do you a) accept the document and thank your assistant for his expediency and effort?

Sports 157

Sports Document Leadership Comparison 157

Marshall Goldsmith

OCTOBER 23, 2016

According to Ayse, our point of view informs how we think about something. Everyone is unique. This exercise will work for anyone! For me, success is achieving my mission: helping successful people get even better. Last year I had a great year as a professional.

Planning 70

Planning Hersey Video Drucker 70

Marshall Goldsmith

NOVEMBER 29, 2010

A lot of times, flexible work practices start as an informal process launched as a one-off to keep a key employee engaged. If these informal programs demonstrate anecdotal and measurable results, they often set the stage for a more formal flex program down the road. How are companies responding?

Flextime 115

Flextime ROI Advice Human Capital 115

Marshall Goldsmith

JUNE 20, 2014

If we withhold information, it’s to gain an edge over others. If we argue too much, it’s because we want our view to prevail (in other words we want to win). If we put other people down, it’s our way to position them beneath us (again, winning). If we play favorites, it’s to gain allies so “our side” has an advantage.

Case Study 116

Case Study Video Executive Coaching Blog 116

Marshall Goldsmith

NOVEMBER 26, 2010

The best that you can do as a leader is to gather all of the information that you can (in a timely manner), do a cost-benefit analysis of potential options, use your best judgment. I also hope you, my readers, will offer your own suggestions. Don't worry about being perfect. and then go for it. Learn to live with failure.

Cost-Benefit Analysis 130

Cost-Benefit Analysis Seminar Learning-by-Doing CEO 130

Marshall Goldsmith

JUNE 28, 2017

While the Internet and social media can be very positive, for instance sharing research and information across the globe instantly, they can also take us completely off course and hinder our progress towards our goals. In other words, mindless Googling and Snapchatting can be significant causes of career lag!

Career 79

Career Media How To Video 79

Marshall Goldsmith

NOVEMBER 25, 2013

” For most successful people, it’s difficult to listen to others disclose information without communicating either that they already knew about it or that they know a better way. I said to him, “Perhaps you should just go with his ideas. Stop trying to add so much value.”

Sports 138

Sports Open-book Document CEO 138

Marshall Goldsmith

NOVEMBER 26, 2012

If your employees are forwarding privileged and confidential information from your attorneys, then that information may no longer be privileged and confidential.

Price 87

Price Cost Course Books 87

Marshall Goldsmith

APRIL 21, 2014

In the Information Age, leaders must manage knowledge workers. Why is asking so important? Peter Drucker has defined knowledge workers as people who know more about what they are doing than their boss does. It is hard to tell people what to do and how to do it when they already know more than we do.

360-Degree Feedback 136

360-Degree Feedback Follow-up Learning-by-Doing Bottom-up 136

Marshall Goldsmith

JUNE 16, 2013

To share — whether it’s information or credit for a success? The only data you can put on your resume are your interpersonal skills (which, for the purposes of this exercise, must be documented and authentic). What would they be? To be able to listen? To give proper recognition? To stay calm when others panic?

Chemicals 133

Chemicals Welch CFO CEO 133

Marshall Goldsmith

SEPTEMBER 9, 2013

It’s difficult for them to listen to others disclose information without communicating either that they already knew about it or that they know a better way. These leaders are smart enough to realize that most of their subordinates know more in specific areas than they ever will, but old habits die hard.

Cost 153

Cost McKinsey CEO Executive Coaching 153

Marshall Goldsmith

MAY 26, 2015

Following is more information from Chris Coffey and Frank Wagner about the course: Benefits of becoming a certified Marshall Goldsmith Stakeholder-Centered Coach: Be part of Marshall’s #1 global coaching brand and network. The training is based on my stakeholder centered coaching methodology, which is highly process-driven.

Training 70

Training Workshop Conference Brand 70

Marshall Goldsmith

JUNE 28, 2017

These case studies will then inform opportunities in other region around the world, as well as contribute new standards of practice. Ethical Coach will host 400 NGO leaders in workshops and deliver coaching skills through our high level international volunteer coaches. When spiders unite, they can tie up a lion.’. Amharic Ethiopian proverb.

NGO 70

NGO Ethics Hersey Webinar 70

Marshall Goldsmith

DECEMBER 23, 2013

Collecting Information. They shared information with each other to help improve cross-functional teamwork, synergy, and cooperation. Joe is one of the most committed leaders I have ever met. He liked the design of our coaching process, developed a list of key stakeholders, and called Bruce to validate his list.

Teamwork 107

Teamwork Report Learning-by-Doing Follow-up 107

Marshall Goldsmith

DECEMBER 9, 2010

and getting more information. Each succession is unique; however, there are common factors to consider when making your choice. First, how many possible, qualified candidates are available? If there is more than one potential candidate, then waiting. will help you make the right decision.

How To 101

How To Team Advice Positioning 101

Marshall Goldsmith

MARCH 17, 2014

“Don, our CEO, has been hearing some serious grumbling about Bill, our chief information officer,” she groaned. I recently got a call from Mary, an EVP for human resources, who was dealing with the integration of people and systems after her company had made a large acquisition. No one else in the company can match it.

Chief Information Officer 119

Chief Information Officer Executive Coaching COO Goal 119

Marshall Goldsmith

NOVEMBER 9, 2016

I’ll be making more announcements on my website and social media channels with more information about the 100 Coaches project soon! Based on this good idea – this is exactly what is going to happen!). Stay tuned! Life is good. Marshall.

Disruptive Innovation 70

Disruptive Innovation Executive Coaching Human Resources CEO 70

Marshall Goldsmith

DECEMBER 19, 2011

He noted that Google wanted to be the world's leader in providing information - and that any professional who wanted to be the best in the field would want to work there. Leaders in the past have asked: "What can you do to help our company achieve its dream?"

McKinsey 152

McKinsey Loyalty Competitive Advantage Learning-by-Doing 152

Marshall Goldsmith

MARCH 16, 2015

Don, our CEO, has been hearing some serious grumbling about Bill, our Chief Information Officer,” she groaned. For instance, a few months ago, Mary, an EVP for Human Resources, who was dealing with the integration of people and systems after her company made a large acquisition. Bill is 56 years old and has great experience.

Chief Information Officer 70

Chief Information Officer Executive Coaching COO Goal 70