Marshall Goldsmith

MAY 23, 2016

If you want everyone else to be passionate, committed, dedicated, and motivated, you go first! It isn’t too complicated. You go first! One of the most important actions things a leader can do is to lead by example. Two of the best leaders I have ever known are Frances Hesselbein and Alan Mulally.

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Airlines Drucker Video Energy 119

Marshall Goldsmith

JUNE 28, 2017

Here are some quick tips to more effectively discuss performance — and motivate — your top talent: Approach the discussion with the same preparation and attention to detail that you focus on team members with problem or growth opportunities. Or worse: “Write your own performance review and I’ll sign it.” Sound familiar?

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Span of Control Video Performance Review Commitment 70

Marshall Goldsmith

NOVEMBER 5, 2012

But do these methods accomplish what they should in the sphere of business – that is, motivating the workforce for the sake of organizational success? Granted, competition is usually a great motivator for increased performance. More importantly, what is our definition of winning?

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Sports Talent Management Objective Magazine 104

Marshall Goldsmith

JANUARY 27, 2011

They see success largely as a function of motivation and ability -- not luck, random chance, or external factors. They believe that success is earned through their motivation and ability (even when it is not). This is another way of saying, “I have the motivation to succeed -- and I will succeed in the future.

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Succession Commitment Motivation Bottom-up 132

Marshall Goldsmith

OCTOBER 17, 2011

In other words, we believe that our success in life is a function of the motivation and ability that we bring to the world. It makes us motivated and encourages us to build our skills. Less successful people tend to see success as a function of external factors - or the environment. It helps us take responsibility.

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Prahalad Banking Budgeting Motivation 120

Marshall Goldsmith

SEPTEMBER 16, 2013

We do not work with leaders who are not really motivated to change. If the issue is leadership behavior, the coaching clients are given a fair chance and they are motivated to improve, the process described in this article will almost always work. How much luck did you have? Probably none! Involving Key Stakeholders.

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

Marshall Goldsmith

DECEMBER 1, 2014

While I enjoyed observing these exuberant and motivated people get their awards, I thought about the thousands of people in similar jobs around the world who don’t demonstrate Mojo, the people who had a negative spirit toward what they were doing. These people were all demonstrating Mojo.

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Airlines Health Care Learning-by-Doing Video 157

Marshall Goldsmith

DECEMBER 3, 2012

As I looked at Nancy’s face, I began to see not only her motivation but the expectations and pressures that surround her life. Indeed, for most Americans it’s impossible to understand the deeper motivations behind the amazing drive of young Chinese professionals. ” Many Dependents.

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Learning-by-Doing Magazine Motivation Education 87

Marshall Goldsmith

DECEMBER 29, 2016

If we delegate an assignment to a person who lacks the motivation and ability to do the job, we do a disservice to both the person and our organization. My first suggestion in trying to improve delegation skills is for you to always remember: “Delegate more effectively — don’t just delegate more frequently.”.

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Delegation Hersey Tips Video 70

Marshall Goldsmith

JANUARY 2, 2012

The problem was not a lack of motivation or intelligence - these were brilliant, dedicated leaders. Some see the more compelling motivations to change and become convinced that doing so would be worth it. As I grew more experienced, I began to realize that three patterns were too many. The problem was that they were just too busy.

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Participative Conference Advice Goal 137

Marshall Goldsmith

JANUARY 20, 2014

They have the motivation and ability to change their world. They see success as a function of people’s motivation and ability. Such comfort with ambiguity leads people with high self-efficacy to take greater risks and achieve greater returns. They try more things! They do not feel like victims of fate.

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Self-aware Construction Commitment Follow-up 145

Marshall Goldsmith

MARCH 12, 2012

If we delegate an assignment to a person who lacks the motivation and ability to do the job, we do a disservice to both the person and our organization. My first suggestion in trying to improve delegation skills is for you to always remember: "Delegate more effectively -- don't just delegate more frequently."

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Delegation Hersey Report Mentor 123

Marshall Goldsmith

JUNE 24, 2014

The CEO had attended the session and from what I’d said he thought I might be able to help him with a VP who, though smart, dedicated, motivated, hard-working, and creative, was also a stubborn, opinionated, know-it-all. I was intrigued by this challenge.

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Sports Leadership Executive Coaching CEO 154

Marshall Goldsmith

FEBRUARY 23, 2015

Motivation. So, as you journey through your day and you find that you would like to make an attempt at changing your life or your behavior in one way or another, there are three things to remember: Change doesn’t happen overnight. Success is the sum of small efforts repeated day in and day out. If we make the effort, we will get better.

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Long-term Reputation Video Goal 70

Marshall Goldsmith

APRIL 30, 2012

You need to communicate the same level of personal motivation for work when the future is challenging that you do when the future is rosy. When the future is very uncertain, your team members are going to be looking at your face and listening to your tone of voice, as much as they are hearing the words that you say.

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Reputation Project Advice Goal 132

Marshall Goldsmith

JULY 19, 2016

It’s related to the concept in motivational psychology of antecedent-behavior-consequence cycle. When they don’t think you are going to follow up, they allow themselves to be distracted by other things. M: What gets measured gets done. G: Inspect what you expect. M: I like to teach leaders about the trigger-routine-outcome cycle.

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Follow-up Executive Coaching Download Entrepreneur 70

Marshall Goldsmith

FEBRUARY 3, 2014

People don’t get better because they go to “programs” They don’t get better because they listen to motivational speeches. Don’t confuse “simple” with “easy” Don’t count on programs, slogans or motivational speeches to produce real change. Realize how busy they are.

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

Marshall Goldsmith

JANUARY 30, 2012

If our motivation to change is based upon their approval, we become dispirited when we achieve our goals - and then find out they may not care or don't even notice. It will probably be harder than you think and take longer than you think. Only do it because, in your heart, you believe that it is the right thing to do. Don't give up.

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Short-term Long-term Delegation Cost 121

Marshall Goldsmith

DECEMBER 14, 2015

With them, I was in the role of a motivational speaker. My next interaction was fun. One of our divisions made record numbers. I had the pleasure of getting to thank them for all of their contributions. Then things got serious. I met with the Board and one of the members disagrees with me on a key element of our strategy for the future.

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How To Video Letter Mentor 70

Marshall Goldsmith

MAY 26, 2014

They see their success as a function of their own motivation and ability – not luck, random chance or fate. Successful people tend to believe that good fortune is ‘earned’ through an individual’s motivation and ability, even when it is not. Given the choice, they bet on themselves. In other words, they do not feel like victims of fate.

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Succession Commitment Follow-up Learning-by-Doing 181

Marshall Goldsmith

OCTOBER 5, 2015

We enjoy the companionship and support, and knowing we’re answerable to someone else is motivating. We enlist a friend to join us for yoga class or commit to training for a marathon with a group. The small obligation to someone else keeps us focused.

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Video Bond Blog Morale 70

Marshall Goldsmith

SEPTEMBER 26, 2011

In the short-term, positive projections for the future may motivate people to buy products, services or stocks. Optimism is a characteristic that is highly correlated with success in any field. Yet optimists often over-commit.

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Prahalad Credit Rating Short-term Long-term 110

Marshall Goldsmith

MAY 1, 2016

Her motivation has never come from the outside, meaning from money or status. No matter what personal or professional challenges she is facing, she is always upbeat, positive, and inspirational. Frances defines leadership as “circular,” with the leader reaching across the organization to colleagues, not down to subordinates.

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Marshall Goldsmith

MARCH 28, 2016

On the occasional flight, there are two flight attendants, one is positive motivated upbeat and enthusiastic – while the other is negative, bitter, angry and cynical. On American Airlines alone I have over 11 million frequent flyer miles. Most flight attendants do a great job. I’m sure you have been on this flight before.

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Airlines Video Human Resources Blog 70

Marshall Goldsmith

MARCH 29, 2011

They expect to make it through their own motivation and ability. As millions of hard-working young people graduate from colleges around the world, many of them not only speak fluent English, they have no expectations of anyone "giving" them anything. I say: "When I was young, things were easier!"

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Entrepreneur Uncertainty Ethics Globalization 126

Marshall Goldsmith

MARCH 24, 2014

Despite making a powerful initial impression, the entrepreneur lacked motivation and consistently missed important business commitments. On a flight from Zurich to New York, I sat next to a very successful investor who had paid too much for a small high-tech firm. As we talked, he told me how livid he was with the owner of the company.

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Venture Capitalist Due Diligence Learning-by-Doing Energy 152

Marshall Goldsmith

JULY 19, 2016

On the occasional flight, there are two flight attendants, one is positive motivated upbeat and enthusiastic – while the other is negative, bitter, angry and cynical. On American Airlines alone, I have over 11 million frequent flyer miles. Most flight attendants do a great job. I’m sure you have been on this flight before.

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Video Airlines Human Resources CEO 70

Marshall Goldsmith

APRIL 8, 2013

When they need to motivate and inspire people, they do it. Although it might be the thousandth time an actor has performed the part, it might be the first time the customer sitting in the fourth row has seen the production. To the true performer, every night is opening night. It doesn’t matter if they have a headache.

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Learning-by-Doing Drucker Open-book Magazine 152

Marshall Goldsmith

JUNE 15, 2015

Harry was a smart, motivated, hard-working deliver-the-numbers alpha male who was also arrogant and over-delighted with himself. I believed the clients when they said they were committed to changing, but I had not drilled deeper to determine if they were telling the truth.

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Chief Operating Officer Resistance Video Follow-up 70

Marshall Goldsmith

NOVEMBER 7, 2011

In summary, leadership coaching can be a very valuable process when the clients issues are behavioral, they are motivated to change and when they are given a fair chance. Like higher executives, peers can write off their colleagues and create an environment where nothing they do to change will be given any credibility.

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Executive Coaching Govindarajan Prahalad Leadership 126

Marshall Goldsmith

DECEMBER 5, 2011

Executive development is more than an event, training program, motivating speech or inspiring retreat. My experience discovering the value of follow-up taught me a fourth and final very valuable lesson: Becoming a better leader (or a better person) is a process, not an event. It doesn't happen in a day.

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Follow-up Training Learning-by-Doing Participative 157

Marshall Goldsmith

MAY 12, 2014

The problem was not a lack of motivation or intelligence – these were brilliant, dedicated leaders. In my younger days, as a newly minted Ph.D. and organizational behavior consultant, I would challenge my clients to pick one to three areas for personal improvement. As I grew more experienced, I began to realize that three was too many.

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Conference Participative Organizational Behavior Goal 130

Marshall Goldsmith

JANUARY 26, 2015

This pleasure in our own performance is what keeps us motivated, especially on long, arduous days. For me, I celebrate for everything from coming up with a big idea for a client to showing up on time for a meeting to dashing off a clever note to a colleague. There’s nothing wrong with these private thoughts. You’ve made your list.

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Video Blog Commitment Motivation 70

Marshall Goldsmith

MARCH 3, 2014

Everyone has heard motivational speeches that exclaim “You can do it!” ” and “Follow your dreams!” ” Abandoning one job or career for another is much easier to say than do. Especially when you are, by any measure, a “winner” in life and the place you’re in is pretty good.

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Engineering Middle Management Learning-by-Doing Follow-up 144

Marshall Goldsmith

OCTOBER 16, 2012

They don’t get better because they listen to motivational speeches. Don’t count on programs, slogans or motivational speeches to produce real change. They not only saw the value in what they committed to do, but they also understood what to do and how to do it. Our research paints a compelling picture.

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360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

JANUARY 15, 2013

The answer is rather simple: When a goal is designated, it tends to become a fixation for highly motivated people. Yet why do many of the leaders in talent management (and to be fair, in other areas of business, as well) so often fail to get it?

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Goal Talent Management Objective Execution 133

Marshall Goldsmith

MARCH 17, 2014

If your source of motivation doesn’t come from inside, you won’t stick with it. To achieve meaningful goals, you’ll have to pay the price. There’s no product, no diet, no exercise program, and (I hate to admit it) no executive coach who can make you better. Only you can do it.

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Chief Information Officer Executive Coaching COO Goal 119