Marshall Goldsmith

DECEMBER 23, 2013

Both colleagues and direct reports agreed that Joe was brilliant, dedicated, hard working, high in integrity, great at achieving results, well-organized, and an amazing leader of people. Joe also decided to work on “ensuring involvement and inclusion” with his direct reports. Collecting Information. ” One Year Later.

Teamwork 107

Teamwork Report Learning-by-Doing Follow-up 107

Marshall Goldsmith

DECEMBER 2, 2013

Key stakeholders may include direct reports, peers, customers, suppliers, or members of the management team. Assessment is often best handled in an anonymous survey, compiled into a summary report and given directly to the manager. If the manager takes the process seriously, stakeholders invariably report improvement.

360-Degree Feedback 135

360-Degree Feedback Teamwork Bond Survey 135

Marshall Goldsmith

MARCH 15, 2011

In my work with leaders, I find that one common complaint of direct reports is that their leaders do a poor job of coaching. They often neglect to schedule coaching time, and some leaders fear that coaching will come across as negative, alienating direct reports. This question surfaces the direct reports' vision, goals, and priorities.

Report 129

Report Learning-by-Doing Execution Follow-up 129

Marshall Goldsmith

MARCH 12, 2012

To get this right, begin by scheduling a one-on-one conversation with each of your direct reports. If you are like most leaders, you will probably find that while there are some areas that you need to let go more, there are others areas where your direct reports would appreciate more of your involvement.

Delegation 123

Delegation Hersey Report Mentor 123

Marshall Goldsmith

JANUARY 30, 2017

My coaching process brings my clients’ shortcomings into the light, through a process of accumulating confidential feedback from their key stakeholders (colleagues, direct reports or board members, for example). In this much calmer environment, he encouraged his reports to be honest about their problems.

Competitive Advantage 70

Competitive Advantage Video Report Executive Coaching 70

Marshall Goldsmith

NOVEMBER 15, 2015

Many of the MBAs who report self-confidence issues are brilliant technicians. Why should you expect your direct reports to demonstrate positive enthusiasm, if they don’t see it in you? When direct reports read worry and concern on the face of a leader, they begin to lose confidence in the leader’s ability to lead.

Video 70

Video Uncertainty Report Engineering 70

Marshall Goldsmith

MARCH 26, 2012

I would suggest having a quarterly one-on-one meeting with each of your direct reports. Then ask for your direct report's views. Give your views on where this direct report (and her part of the business) should be headed. Share your views on the direct report's key achievements. Where are we going?

Report 121

Report Open-book Advice CEO 121

Marshall Goldsmith

OCTOBER 19, 2015

My coaching process brings my clients’ shortcomings into the light, through a process of accumulating confidential feedback from their key stakeholders (colleagues, direct reports or board members, for example). In this much calmer environment, he encouraged his reports to be honest about their problems.

Competitive Advantage 70

Competitive Advantage Video Report Executive Coaching 70

Marshall Goldsmith

DECEMBER 16, 2014

Their managers view them as annoying, and their direct reports and co-workers view them as inept. A few years ago, a reporter at the Chicago Tribune asked me if managers today are more abusive than any time in history (a logical question in a discussion of executive behavior). Nobody wins. Are you kidding me?”

How To 181

How To Drucker Video Report 181

Marshall Goldsmith

APRIL 7, 2014

” As leaders, our first reaction upon hearing an idea from direct reports might be to say, “That’s a great idea, but…” and then add our brilliant insights. ” When communicating with direct reports, don’t just ask for understanding – search for commitment. Is it worth it?

Commitment 138

Commitment EPS Ulrich CEO 138

Marshall Goldsmith

SEPTEMBER 23, 2013

Some people may report to the same manager, but legitimately have little reason to work interactively as a team. Encourage all team members to ask for brief (five-minute), monthly ‘progress reports’? Each member can also receive a summary report on the team’s progress on the items selected for all team members.

Team Building 137

Team Building Team Teamwork Survey 137

Marshall Goldsmith

NOVEMBER 4, 2013

Internal partnerships include direct reports, co-workers and managers. Partnering with direct reports. The changing role of leadership will mean that the relationship between managers and direct reports will have to change in both directions. The results were clear. Partnering with managers. ” Outside the Organization.

Short-term 107

Short-term Long-term Trends Telecommunications 107

Marshall Goldsmith

SEPTEMBER 19, 2011

Many of the MBAs who report self-confidence issues are brilliant technicians. Why should you expect your direct reports to demonstrate positive enthusiasm, if they don't see it in you? When direct reports read worry and concern on the face of a leader, they begin to lose confidence in the leader's ability to lead. Life is short.

Prahalad 127

Prahalad Uncertainty CEO Leadership 127

Marshall Goldsmith

MARCH 19, 2012

The first year I reviewed this executive's 360º feedback report (feedback from his direct reports and co-workers), he scored the sixth percentile for providing recognition (in other words -- 94% of the people in his company were seen as being more effective than he was).

Review 127

Review Report Efficiency Advice 127

Marshall Goldsmith

MARCH 4, 2013

Start asking your direct reports, “How can I do a better job of helping you become even more effective?” “Asking for input on how he or she can improve” scores in last place in terms of direct-report satisfaction with managers. That’s why we have to ask, listen, and learn from them. ” Asking works.

Advice 98

Advice Drucker Learning-by-Doing Report 98

Marshall Goldsmith

NOVEMBER 2, 2014

Don’t tell direct reports, “They made me tell you.” If you stab your boss in the back in front of your direct reports, what are you teaching them to do when they disagree with you? “Will this comment help 1) our company 2) our customers 3) the person I am talking to, and 4) the person I am talking about?”

Influence 183

Influence Guidelines Ethics Energy 183

Marshall Goldsmith

NOVEMBER 26, 2010

If you are a leader, you direct reports will be reading your every expression. If you show a lack of courage, you will begin to damage your direct reports' self-confidence. . - Show courage on the outside. even if you don't always feel it on the inside. Everyone is afraid sometime. Find happiness and contentment is your work.

Cost-Benefit Analysis 130

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

Marshall Goldsmith

AUGUST 29, 2011

What did your direct report do to make you so upset?" My advice about work was: "Make peace with the fact that everyone who reports to you isn't like you. "I finally just got up and walked out," he said. "I I was so angry I decided it was better not even to speak. If I had stayed there, I would have told that guy to f off."

Prahalad 175

Prahalad Advice Report Learning-by-Doing 175

Marshall Goldsmith

MAY 5, 2014

If you are so brilliant that you can consistently judge your boss, and your boss is so stupid that he merits endless hours of critique, why do you report to the idiot? This way, you may eventually get a better job and a new boss. You demean yourself. Ultimately, when we discredit our boss, we discredit ourselves.

360-Degree Feedback 122

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

Marshall Goldsmith

FEBRUARY 8, 2018

Carrying around anger directed toward your co-workers, direct reports, or bosses does not help you, your company or the people who work with you. Everyone makes bad decisions sometimes. We are all just human! You don’t have to love everyone, just accept them for being who they are. Forgive yourself. You are an adult.

Learning-by-Doing 93

Learning-by-Doing Objective Planning CEO 93

Marshall Goldsmith

APRIL 8, 2017

After reviewing thousands of 360-degree feedback summaries, I have a feel for what qualities direct reports respect and don’t respect in their leaders. The problem with this type of excuse is that we rarely get away with it — and it’s hardly an effective leadership strategy.

360-Degree Feedback 112

360-Degree Feedback Video Quality Reference 112

Marshall Goldsmith

MAY 19, 2013

Vital sources of information will include present and potential customers, suppliers, team members, cross-divisional peers, direct reports, managers, other members of the organization, researchers, and thought leaders (see Figure 23.1). One leader in Sun Microsystems reported that he received approximately two hundred e-mail messages per day.

Follow-up 147

Follow-up Learning-by-Doing Wireless Drucker 147

Marshall Goldsmith

NOVEMBER 24, 2014

For better or worse, they’ve left an impact—and when you write a profile of yourself, these moments inevitably get reported. It’s not so important that these are sometimes inglorious moments or events you’d rather erase; you can’t forget these touchstones, good or bad. It’s one thing for the executive to admit to poor follow-up.

Self-aware 180

Self-aware Video Review Follow-up 180

Marshall Goldsmith

JUNE 15, 2015

He was habitually disrespectful to his direct reports, driving several of them away to work for the competition. I interviewed his colleagues and direct reports, even his wife and teenaged children. This development rattled the CEO, hence the call to me to coach Harry.

Chief Operating Officer 70

Chief Operating Officer Resistance Video Follow-up 70

Marshall Goldsmith

DECEMBER 16, 2013

When high-impact performers are asked why they left an organization, many report, “No one ever asked me to stay!” Division-level executives provide a quarterly report on high-impact performers who should be recognized. Let them know that you want to keep them. .

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Marshall Goldsmith

NOVEMBER 21, 2011

As I was reviewing a 360-degree feedback report with one of my clients, his first words were, "But, Marshall." Within a couple of years, he was perceived as much more open and receptive to new ideas - and much less stubborn and opinionated - by all of his direct reports, his co-workers, and even his family members.

360-Degree Feedback 129

360-Degree Feedback Class COO Open-book 129

Marshall Goldsmith

SEPTEMBER 21, 2015

Alan has each of his direct reports publicly discuss each of their five key priorities in the weekly Business Plan Review meeting. Rather than immediately leaping in to help the direct report who has a problem, he facilitates learning from everyone on the team. Rather than saying, “Here is how I can help you.”

Drucker 70

Drucker Facilitation Styles Video CEO 70

Marshall Goldsmith

DECEMBER 31, 2012

A year later about 70% end up doing some version of this recommended follow-up (not as reported by them, but as reported by their co-workers). About 30% do absolutely nothing. I am not ashamed of these numbers. I am proud of these numbers! I have good news – the 70% that do their follow-up are seen as becoming better leaders.

360-Degree Feedback 102

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

Marshall Goldsmith

SEPTEMBER 1, 2014

When I reported this feedback to my client, he completely surprised me. A long time ago I had a client who, after a few high-profile employee departures, was concerned about employee morale. He had a fun, successful company and people liked the work, but feedback said that the boss played favorites in the way he compensated people.

Executive Coaching 164

Executive Coaching Video Morale Magazine 164

Marshall Goldsmith

SEPTEMBER 30, 2013

It is even more amazing how few people effectively expressed these concerns before the problems were reported in the news. Typically, these people do not report through the line organization, but constitute a separate staff. After corporate meltdowns, it is amazing how many people claim that they knew there could be huge problems.

Ethics 122

Ethics Guidelines Executive Coaching Construction 122

Marshall Goldsmith

JANUARY 19, 2015

I’m excited to report that many years later I outlined the complete methodology, statistical results, companies involved, and my conclusions about follow-up in an article entitled, “Leadership Is a Contact Sport” written with Howard Morgan and published in Strategy+Business, Fall 2004. Almost 100 percent say yes!

Follow-up 70

Follow-up Learning-by-Doing Participative Training 70

Marshall Goldsmith

MAY 30, 2016

You can also ask to obtain permission to talk to a few potential peers, direct reports, maybe even your boss’s boss. Former employees, suppliers, or consultants can shed light on what you will actually encounter.

Video 70

Video Travel Reference Follow-up 70

Marshall Goldsmith

APRIL 9, 2012

Encourage your direct reports, colleagues, and peers to ask these four questions before making a public comment: 1. If people have that much time to waste, they should go back to school and get another degree (and then get another job if everything is so awful). Will this comment help our company? Will this comment help our customers?

Survey 124

Survey Ethics Morale Advice 124

Marshall Goldsmith

DECEMBER 28, 2010

I view interactions with my direct reports entirely without bias.” We can counter this by categorizing our direct reports in three ways: 1. You might be thinking, “It’s amazing how leaders send out subtle signals that encourage subordinates to mute their criticism and exaggerate praise of the powers that be. Maybe you’re right.

Follow-up 110

Follow-up Document Report Analysis 110

Marshall Goldsmith

APRIL 5, 2011

Support the final decision of the organization – don’t say, “They made me tell you” to direct reports. For example, if you stab your boss in the back in front of your direct reports, what are you teaching your direct reports to do when they disagree with you? Their direct reports view them as inept. Nobody wins.

Influence 139

Influence Drucker Guidelines Ethics 139

Marshall Goldsmith

JUNE 22, 2014

Extend this survival instinct throughout the organization, with your peers, managers, direct reports. We may think our boss is lame, but we are under no moral or ethical obligation to express that to the boss, or to anyone else for that matter. You might even find it benefits your personal relationships! Before speaking, ask yourself: 1.

Video 125

Video Executive Coaching Blog Ethics 125

Marshall Goldsmith

AUGUST 16, 2016

For example, as Dr. Atul Gawande reported in his book, The Checklist Manifesto, central line infections in intensive care units virtually disappear when doctors follow a simple five-point checklist involving rote procedures such as washing hands, cleaning the patient’s skin, and using a sterile dressing after inserting the line.

Succession 70

Succession Video Loyalty Long-term 70