Marshall Goldsmith

FEBRUARY 3, 2014

Our greatest challenge as leaders is not understanding the practice of leadership; it is practicing our understanding of leadership. The consistent and ongoing misassumption of almost all leadership development programs is “if they understand, they will do.” by Marshall Goldsmith.

360-Degree Feedback 166

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

Marshall Goldsmith

SEPTEMBER 28, 2015

You have to enlist their support as you do your best to develop yourself, your people, and your teams. And, this is why I call leadership a “contact sport”. Leadership Is a Contact Sport is a leadership development model that has worked for hundreds of thousands of people.

Succession 70

Succession Sports Video Follow-up 70

Marshall Goldsmith

MAY 24, 2011

I have observed one leadership development process that builds leaders and helps companies make money at the same time - action learning. Stage a grand finale performance where results are served up and shared.something like the Iron Chef of leadership development. -

Action Learning 120

Action Learning Succession Learning-by-Doing Participative 120

Marshall Goldsmith

APRIL 11, 2016

Today, many of the world’s most respected chief executives are setting a positive example by opening up, striving continually to develop themselves as leaders. In fact, organizations that do the best job of cranking out leaders today tend to have CEOs like Steve Sanger who are directly and actively involved in leadership development.

360-Degree Feedback 70

360-Degree Feedback CEO Video Public Relations 70

Marshall Goldsmith

MAY 17, 2011

Today, many of the most respected chief executives are setting a positive example by opening up, striving continually to develop themselves as leaders. In fact, organizations that best develop leaders tend to have CEOs like Steve Sanger who are directly and actively involved in leadership development.

Development 125

Development 360-Degree Feedback CEO Reputation 125

Marshall Goldsmith

MAY 26, 2015

In addition, he is clearly one of the world’s best keynote speakers and trainers in the area of coaching, leadership development, and teamwork. Frank Wagner is clearly one of the greatest leadership educators, coaches and teacher of coaches that I have ever met.

Training 70

Training Workshop Conference Brand 70

Marshall Goldsmith

NOVEMBER 22, 2010

One of the most common leadership development questions that I hear from executives is, "Why does succession planning feel like such a waste of time?" Here are some of our thoughts on how to make leadership succession a more relevant process in your company. Jim is the former CLO of three major companies.

Planning 118

Planning Efficiency Succession Tips 118

Marshall Goldsmith

OCTOBER 16, 2012

Our greatest challenge as leaders isn’t understanding the practice of leadership; it’s practicing our understanding of leadership. The consistent and ongoing misassumption of almost all leadership development programs is, “If they understand, they will do.” by Marshall Goldsmith.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

NOVEMBER 9, 2016

Bernie Banks – Former General US Army, head of Leadership Development West Point, currently Associate Dean Northwestern Kellogg School. Prakash Venkataraman – Senior consultant executive development LinkedIn, coach, facilitator, leadership development expert. Sztuka podejmowania decyzji. at Walgreens.

Disruptive Innovation 70

Disruptive Innovation Executive Coaching Human Resources CEO 70

Marshall Goldsmith

MAY 19, 2013

As demands on leaders increase, effective leadership growth and development will become more important than ever. However, the methodology of leadership development may radically change. Future leadership development will not be like getting in shape. It will be like staying in shape.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

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?”. Most leadership development revolves around the false assumption that if people understand they will do.

Follow-up 70

Follow-up Learning-by-Doing Participative Training 70

Marshall Goldsmith

MARCH 4, 2013

My partner, Howard Morgan, and I published a study on leadership development involving more than 86,000 respondents from eight major corporations. Managers who didn’t ask and follow up were not seen as becoming more effective leaders – even though they participated in exactly the same leadership development programs.

Advice 98

Advice Drucker Learning-by-Doing Report 98

Marshall Goldsmith

JULY 28, 2014

A pioneer in the use of customized, 360 degree feedback (confidential feedback from direct reports, peers and managers) as a leadership development tool, I’ve spent the last 30 years using feedback to help people change for the better. If there is one thing I know, it’s how to respond to feedback.

Sports 116

Sports 360-Degree Feedback Leadership Executive Coaching 116

Marshall Goldsmith

JUNE 19, 2014

How do you use “What to Stop” in coaching and leadership development? Likewise, the recognition and reward systems in most organizations are geared to acknowledge doing something. For instance, we get credit for doing something good. We rarely get credit for ceasing to do something bad.

Drucker 135

Drucker Video Learning-by-Doing Executive Coaching 135

Marshall Goldsmith

MAY 3, 2011

Today, many respected leaders are setting a positive example by striving to develop themselves. Organizations that crank out great leaders tend to have CEOs like Steve Sanger who are actively involved in leadership development. Johnson & Johnson has successfully involved its executives in leadership development.

360-Degree Feedback 115

360-Degree Feedback Gordon CEO Learning-by-Doing 115

Marshall Goldsmith

APRIL 6, 2015

For example: Historically, almost all of the evaluations of leadership development programs have focused on participants grading the popularity of the speakers. The goal of the program developers is to develop popular programs. Who learns to take responsibility?

Executive Coaching 70

Executive Coaching Video Learning-by-Doing Proposal 70

Marshall Goldsmith

OCTOBER 26, 2015

How do you use “What to Stop” in coaching and leadership development? Likewise, the recognition and reward systems in most organizations are geared to acknowledge doing something. For instance, we get credit for doing something good. We rarely get credit for ceasing to do something bad.

Succession 70

Succession Drucker Video Review 70

Marshall Goldsmith

JUNE 28, 2017

Our goal is to empower leadership development, accountability, organizational capacity, and performance enhancement for 64,000 leaders a year, who can then extend their reach to an additional 100 children a year. Applying the tools of coaching to philanthropic efforts creates a platform to really change lives.

NGO 70

NGO Ethics Hersey Webinar 70

Marshall Goldsmith

DECEMBER 5, 2011

Most leadership development revolves around one huge, and false, assumption: If people understand, then they will do. Quite simply, most of the time they were just too busy and too distracted by the day-to-day demands of their jobs to implement what they had learned. This led me to my second conclusion. Don't believe me?

Follow-up 157

Follow-up Training Learning-by-Doing Participative 157

Marshall Goldsmith

AUGUST 22, 2011

I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders. What prevents us from making the changes we know will make us more effective leaders? Great question.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

Marshall Goldsmith

FEBRUARY 24, 2014

See “Leadership Is a Contact Sport,” by Marshall Goldsmith and Howard Morgan, s+b, Fall 2004.) We looked at the impact of leadership development programs in changing executive behavior. As it turns out, each of the eight companies had different values and different words to describe ideal leadership behavior.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

Marshall Goldsmith

JANUARY 15, 2013

I will never forget teaching a leadership development session in a Fortune 500 company that not only involved executives – it involved the spouses or partners of the executives. We often get lost and confuse our goals with our purpose, both with our companies and our families.

Goal 133

Goal Talent Management Objective Execution 133

Marshall Goldsmith

MARCH 17, 2014

He needs to realize that lasting leadership development is a lifelong process. Just as with diet and exercise, changing behavior involves hard work. It takes time. During the next year, Bill will be barraged with competing goals that will distract him from his efforts to change.

Chief Information Officer 119

Chief Information Officer Executive Coaching COO Goal 119

Marshall Goldsmith

MARCH 16, 2015

He needed to realize that lasting leadership development is a lifelong process. It takes time. During the next year, Bill would be barraged with competing goals that would distract him from his efforts to change. A temporary change in behavior to “look good” in the short term would only create cynicism if Bill didn’t stick with it.

Chief Information Officer 70

Chief Information Officer Executive Coaching COO Goal 70

Marshall Goldsmith

DECEMBER 31, 2012

I am probably the only executive educator that you have ever heard of who actually measures if the participants in my leadership development courses do what I teach – and then measures if they are seen as becoming more effective leaders. by Marshall Goldsmith.

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Marshall Goldsmith

JUNE 23, 2013

A lot of what passes for leadership development in companies can be a waste of time. It sends you to “leadership camp,” which can last anywhere from a day to a couple of weeks. The best leaders may be the ones least noticed. by Marshall Goldsmith. See if you recognize this process.

Hotels 131

Hotels Learning-by-Doing CEO Follow-up 131

Marshall Goldsmith

FEBRUARY 11, 2013

In the 1980s, I appeared on a videotape that was widely distributed as part of a leadership development course for IBM managers. We all have an incredible ability to deny what we don’t want to see coming – even though it may be obvious to everyone around us.

Telecommunications 98

Telecommunications Education Politics Quality 98

Marshall Goldsmith

MAY 19, 2014

The classic mistake made in leadership development, coaching, and self-help books is the promise that “This will make you better!” I wasn’t sure that this would work in the first place. I tried it out – it didn’t do that much good. As I guessed, this was kind of a waste of time!

Short-term 137

Short-term Long-term Crisis Goal 137

Marshall Goldsmith

SEPTEMBER 16, 2013

Our most successful coaching clients are executives who are committed to being great role models for leadership development and for living their company’s values. We have published research on leadership development that involved input from over 86,000 respondents. I was wrong.

Learning-by-Doing 123

Learning-by-Doing Long-term CEO Follow-up 123

Marshall Goldsmith

MARCH 11, 2013

The classic mistake made in leadership development, coaching, and self-help books is the promise that “This will make you better!” I wasn’t sure that this would work in the first place. I tried it out – it didn’t do that much good. As I guessed, this was kind of a waste of time!

Short-term 143

Short-term Long-term Crisis Goal 143

Marshall Goldsmith

JANUARY 27, 2014

Experience difficulties while searching for high-quality leadership development tools. Getting to the useful advice and avoiding “noise” can be a real challenge. The e-coach will need to quickly find the relevant information that can help the person being coached. This seldom works.

360-Degree Feedback 121

360-Degree Feedback Long-term Globalization Tools 121

Marshall Goldsmith

APRIL 26, 2011

Acommon mistake in leadership development (LD ) is the roll-out of a program that promises, 'This will make you better.' If you hope to help your people develop as leaders, you need to communicate a clear message--ultimately, only you can make you better. People give up on goals for six reasons: 1.

Goal 126

Goal Short-term Long-term Crisis 126

Marshall Goldsmith

MAY 10, 2011

For example, I once taught a leadership development session for executives and their spouses or partners. For instance, you wouldn't bring in 1,000 employees just to grow your workforce; but you might bring in 1,000 employees to ensure the success of a new growth opportunity. We often confuse our goals with our purpose.

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

Marshall Goldsmith

MARCH 31, 2014

We believe that the lessons executive coaches have learned in helping their clients set goals apply to leadership development in a wide variety of settings. One of the most common mistakes in all leadership development is the roll-out of programs and initiatives that promise, “This will make you better.”

Goal 137

Goal Short-term Long-term Crisis 137

Marshall Goldsmith

NOVEMBER 2, 2015

One of the biggest mistakes in all of leadership development is the roll-out of programs and initiatives with the promise that “this will make you better”. A classic example is the performance appraisal process. Many companies change their performance appraisal forms on a regular basis.

Goal 70

Goal Succession Video Advertising 70