Marshall Goldsmith

FEBRUARY 3, 2014

All were trained to respond to co-workers on their feedback using a very 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 166

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

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?”. Why would people go through a training, promise to implement what he/she had learned, and then not do it? I thought about it.

Follow-up 70

Follow-up Learning-by-Doing Participative Training 70

Marshall Goldsmith

FEBRUARY 24, 2014

When I conducted leadership training for J&J, one of its very top executives spent many hours with every class. 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.

Ethics 137

Ethics Pharmaceuticals PR Execution 137

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

JULY 25, 2011

Who wouldn't run that highlight reel in their head as if it were the Sports Center Play of the Day?) I have asked more than 80,000 participants in my training programs to rate themselves in terms of their performance relative to their professional peers. Who wouldn't want to reread that memo in a spare moment?)

Succession 117

Succession Prahalad Bottom-up Survey 117

Marshall Goldsmith

FEBRUARY 8, 2018

Gianpiero Petriglieri – Associate Professor of Organisational Behaviour at INSEAD , Director of the Management Acceleration Programme at INSEAD , medical doctor and psychiatrist by training. Canadian Coach of the Year, Rhodes Scholar, and an expert on leadership development and training coaches. Has trained over 2,000 coaches.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Marshall Goldsmith

APRIL 5, 2011

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. Be especially sensitive to the need to win trivial non-business arguments on things like restaurants, sports teams or cars.

Influence 139

Influence Drucker Guidelines Ethics 139