Marshall Goldsmith

FEBRUARY 8, 2018

Thinkers50 – World’s Most Influential Management Thinkers. Called ‘The Academy Awards of Leadership’ by the Economist, Thinkers50 is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. World authority on project management. million times. Non-profit CEOs.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Marshall Goldsmith

OCTOBER 27, 2014

For example, for several of my C-level clients, team management has emerged as an area where letting go can both free up executive time and help develop direct reports. This meeting management task can usually be delegated on a rotating basis to direct reports. He was pleasantly surprised at the outcome.

Delegation 152

Delegation Morale Report Learning-by-Doing 152

Marshall Goldsmith

APRIL 28, 2014

For example, for several of my C-level clients, team management has emerged as an area where letting go can both free up executive time and help develop direct reports. This meeting management task can usually be delegated on a rotating basis to direct reports. He was pleasantly surprised at the outcome.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Marshall Goldsmith

FEBRUARY 24, 2014

” There is an implicit hope that when people – especially managers – hear great words, they will start to exhibit great behavior. When I conducted leadership training for J&J, one of its very top executives spent many hours with every class.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

Marshall Goldsmith

APRIL 9, 2012

According to a survey done by badbossology.com and Development Dimensions International, a majority of employees spend 10 or more hours per month complaining -- or listening to others complain -- about their bosses or upper management. Train everyone to think before speaking and to ask themselves, not just, "Is this comment what I believe?"

Survey 124

Survey Ethics Morale Advice 124

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

APRIL 8, 2017

My partners and I have trained hundreds of external and internal coaches who work with people at all levels. Middle managers can be just as arrogant and stubborn as CEOs – or just as open-minded. I train people to improve their behavior in the workplace – by enrolling them in a simple, yet challenging regimen.

Career 79

Career Follow-up Video CEO 79

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. If the managers are so bad, why should anyone believe that the products are so good? You hurt your company.

360-Degree Feedback 122

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

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 11, 2013

Your best coaches will not necessarily be outside experts who have credentials or training in your field. In many cases, this coaching did not come in a formal coaching relationship (like a consultant, manager, or teacher). Your best coaches will not necessarily be outside experts who have credentials or training in your field.

360-Degree Feedback 146

360-Degree Feedback Construction Follow-up Resistance 146

Marshall Goldsmith

APRIL 26, 2019

Chester is also my great friend, a member of our 100 Coaches organization, and during our interview series, Chester will provide us with solutions to leaders looking to manage change, drive innovation, and lead a multi-generational workforce. ” This was early in my stakeholder training, and I forgot the followup part!

Follow-up 70

Follow-up Engineering Trends Globalization 70

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Managers of knowledge workers – people who know more about what they are doing than their mangers must be good partners. Partnering with managers. Many leaders will be operating more like the managing director of a consulting firm.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Marshall Goldsmith

MAY 19, 2013

In the “old days,” a person was hired into a position, learned the job, and – usually because of some form of functional proficiency – received a promotion into management. Then, as a manager, this same person could tell a few people what to do. A classic example was the old Bell System.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

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. As Peter Drucker sagely noted, “Most leaders I meet manage knowledge workers.

Commitment 138

Commitment EPS Ulrich CEO 138

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 1, 2012

Traditional training does not seem to make a great deal of difference. Your manager is in the room. Rather than make you relive this humiliating experience by detailing what went wrong, your manager might help you by offering suggestions for future presentations. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 127

360-Degree Feedback Participative Committee Efficiency 127

Marshall Goldsmith

APRIL 5, 2011

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

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

FEBRUARY 1, 2012

Traditional training does not seem to make a great deal of difference. Your manager is in the room. Rather than make you relive this humiliating experience by detailing what went wrong, your manager might help you by offering suggestions for future presentations. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 114

360-Degree Feedback Participative Committee Efficiency 114

Marshall Goldsmith

AUGUST 5, 2012

Traditional training does not seem to make a great deal of difference. Your manager is in the room. Rather than make you relive this humiliating experience by detailing what went wrong, your manager might help you by offering suggestions for future presentations. Rightly or wrongly, feedback is associated with judgment.

360-Degree Feedback 89

360-Degree Feedback Participative Committee Positioning 89

Marshall Goldsmith

DECEMBER 25, 2012

He was the CEO of a huge organization and managed about 50,000 people. I manage about 50,000 people. They decided to name their schools of business and organizational studies the ‘Marshall Goldsmith School of Management.’ It is about your clients, the people who choose to work with you.”

Learning-by-Doing 87

Learning-by-Doing Human Resources Quality Succession 87

Marshall Goldsmith

JUNE 28, 2017

At these meetings, we’ve learned from some of the greatest leaders of our time, Alan Mulally, 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.

NGO 70

NGO Ethics Hersey Webinar 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. As they consider opportunities to advance their careers, talented 'high potentials' share five concerns.

360-Degree Feedback 118

360-Degree Feedback Learning Curve Budgeting Career 118

Marshall Goldsmith

NOVEMBER 26, 2012

One of the important points you make is that managers need to worry not just about their own e-mail but also that of their employees. According to a survey by the American Management Assn. And you will find you get a reputation for being an efficient manager. In April, 2006, the U.S. This can often be done in person or by phone.

Price 87

Price Cost Course Books 87

Marshall Goldsmith

MAY 10, 2011

The distinction between a goal and purpose can be lost on managers. Have you ever attended a training session entitled Stupid Things We're Doing That We Need to Stop Doing? If you manage knowledge workers --people who know more about what they're doing than you do--you know that it is hard to tell them what to do and how to do it!

Drucker 124

Drucker Learning-by-Doing Follow-up Goal 124

Marshall Goldsmith

MAY 26, 2014

I have asked over 50,000 participants in my training programs to rate themselves in terms of their performance relative to their professional peers – 80-85% rank themselves in the top 20% of their peer group – and about 70% rank themselves in the top 10%. Successful people consistently over-rate themselves relative to their peers.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Marshall Goldsmith

SEPTEMBER 26, 2012

Behavioral issues become so important in upper management. A moderately good accountant who is great with people outside the firm and skilled at managing smart people? ” I trained many generals that year. All other things being equal, your people skills (or lack of them) become more pronounced the higher up you go.

Skills 114

Skills CFO Cost-Benefit Analysis Welch 114

Marshall Goldsmith

MARCH 1, 2011

Behavioral issues become so important in upper management. A moderately good accountant who is great with people outside the firm and skilled at managing smart people? I trained many generals that year. 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.

Skills 123

Skills CFO Cost-Benefit Analysis Welch 123