Marshall Goldsmith

JUNE 28, 2017

This fear often results in postponement of the succession announcement until the last minute — and inhibits what could have been a much smoother transition process. A smoother transition process looks something like this. Begin the transfer of power before you have to. Attention will immediately shift to your successor.

Short-term 70

Short-term Long-term Video Commitment 70

Marshall Goldsmith

AUGUST 3, 2015

My process of helping clients is straightforward and consistent. We do not appreciate inertia’s power over us. Inertia is the reason we never start the process of change. A few are not. I interview and listen to my clients’ key stakeholders. These stakeholders could be their colleagues, direct reports, or board members.

Self-aware 70

Self-aware Video Long-term Motivation 70

Marshall Goldsmith

OCTOBER 31, 2011

As you proceed in the succession process, you are going to have to let go. It is especially tough since, as long as you are still the leader, you have the power to reverse the decisions. Invariably when transition occurs, some of your friends may lose status or power and may end up leaving the company. Life is good.

Prahalad 127

Prahalad Objective Survey Participative 127

Marshall Goldsmith

MAY 1, 2012

The entire process of both giving and receiving FeedForward usually takes about two minutes.) - Find another participant and keep repeating the process until the exercise is stopped. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver.

360-Degree Feedback 127

360-Degree Feedback Participative Committee Efficiency 127

Marshall Goldsmith

MAY 4, 2015

As you might know, one of this book’s central arguments is that our environment affects us in powerful, insidious, and mysterious ways. We talked about the environment they’re trying to create, and talked about my friend Alan Mulally’s process. Depletion is one of those environmental hazards.

Library 70

Library Self-aware Open-book Short-term 70

Marshall Goldsmith

JUNE 28, 2017

Some triggers are so powerful they can keep us from focusing on making meaningful change, and we unknowingly become a creation of the world around us rather than who we want to be. I use the daily question process myself and I recommend it to all of my clients and students. Our environment is full of triggers! It’s very simple.

Career 79

Career Media How To Video 79

Marshall Goldsmith

FEBRUARY 1, 2012

The entire process of both giving and receiving FeedForward usually takes about two minutes.) - Find another participant and keep repeating the process until the exercise is stopped. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver.

360-Degree Feedback 114

360-Degree Feedback Participative Committee Efficiency 114

Marshall Goldsmith

DECEMBER 3, 2010

Transfer power before it is necessary. At the beginning of the process you will be running at full speed, just like you always do. In the middle of the transition process, you will begin to slow down. Near the end of the process, you will stop leading the company. Be a happy and productive lame duck. This is normal.

Advice 98

Advice CEO Long-term Short-term 98

Marshall Goldsmith

AUGUST 24, 2015

The process does take longer — employees will only believe they are empowered when they are left alone to accomplish results over a period of time — but it’s effective and worth the time. Give power to those who have demonstrated the capacity to handle the responsibility.

Succession 70

Succession Video Environment Learning-by-Doing 70

Marshall Goldsmith

MARCH 2, 2015

The fact that decision makers have the power to make decisions – and we are not always the decision makers! The fact that change requires consistent effort; it is a process, not an overnight event. The weather. Other people. If we don’t put in the effort, we won’t change.

How To 70

How To Organizational Behavior Video Blog 70

Marshall Goldsmith

DECEMBER 7, 2010

First, let's assume you've done your due diligence on the process with your successor. This is one of those beliefs that you are going to have to let go of if you're going to have a positive process. You may notice after the transition that the status and power of some of your good friends is actually lessened.

Due Diligence 115

Due Diligence CEO Executive Coaching Tactics 115

Marshall Goldsmith

DECEMBER 25, 2012

Over the past 30 years, I have had the opportunity to teach hundreds of thousands of leaders, human resources professionals and external coaches about the process of coaching for behavioral change. ’” This remarkable leader taught me a powerful lesson. Don’t make the coaching process about you-keep it all about them.

Learning-by-Doing 87

Learning-by-Doing Human Resources Quality Succession 87

Marshall Goldsmith

AUGUST 5, 2012

The entire process of both giving and receiving FeedForward usually takes about two minutes.). Find another participant and keep repeating the process until the exercise is stopped. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver.

360-Degree Feedback 89

360-Degree Feedback Participative Committee Positioning 89

Marshall Goldsmith

FEBRUARY 24, 2014

Yet, even with its less-powerful language and seemingly dated presentation, the J&J Credo works – primarily because over many years, the company’s management has taken the values that it offers seriously. ” It lacks the slick PR packaging that I observed at Enron.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

Marshall Goldsmith

APRIL 19, 2011

Successful people have power over us--over our paycheck, advancement, job security. The more successful these people are, the more power they have. Combine that power with the predictable 'kill the messenger' response to negative feedback, and you can see why emperors continue to rule without clothes.

360-Degree Feedback 112

360-Degree Feedback Commitment Information Learning-by-Doing 112

Marshall Goldsmith

OCTOBER 23, 2012

Successful people have power over us-over our paycheck, advancement, job security. The more successful these people are, the more power they have. Combine that power with the predictable “kill the messenger” response to negative feedback, and you can see why emperors continue to rule without clothes.

360-Degree Feedback 102

360-Degree Feedback Commitment Information Learning-by-Doing 102

Marshall Goldsmith

APRIL 5, 2011

Every decision that impacts our lives will be made by the person who has the power to make that decision – not the ‘right’ person, or the ‘smartest’ person or the ‘best person – make peace with this fact. A key part of the influence process involves the education of decision makers.

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

MAY 26, 2014

UNUM, the insurance company, ran an ad some years ago showing a powerful grizzly in the middle of a roaring stream, with his neck extended to the limit, jaws wide open and teeth flaring. Keep the change process positive, simple, focused and fast. Why We Resist Change. The desire for change has to come from inside you.

Succession 181

Succession Commitment Follow-up Learning-by-Doing 181

Marshall Goldsmith

MARCH 18, 2013

UNUM, the insurance company, ran an ad some years ago showing a powerful grizzly in the middle of a roaring stream, with his neck extended to the limit, jaws wide open and teeth flaring. Keep the change process positive, simple, focused and fast. Why We Resist Change. The desire for change has to come from inside you.

Succession 107

Succession Commitment Follow-up Learning-by-Doing 107

Marshall Goldsmith

OCTOBER 14, 2013

Integrating processes from autonomous units (or even separate companies) poses political and organizational challenges often greater than the technical challenges. It is a powerful response to a more complex, more global, more competitive landscape. However, making things simple for customers may not be simple for providers.

Telecommunications 111

Telecommunications Franchising Consultative Diversity 111