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 helps direct reports understand the agendas of the peer team members and allows them to develop their skills in building collaboration and reaching consensus.

Delegation 137

Delegation Report Consensus Learning-by-Doing 137

Marshall Goldsmith

SEPTEMBER 14, 2015

When my good friend Alan Mulally became CEO of Ford, he set to work to create an environment where the executive team, notorious for not working together, could learn to play well with each other. Through Alan’s leadership, the focus of the team and ultimately the focus of the entire company became, “How can we help one another more?”.

Teamwork 70

Teamwork Video Learning-by-Doing Team 70

Marshall Goldsmith

DECEMBER 23, 2013

Although I am not sure how much Joe learned from me, I learned a lot from him and from his team. I hope that the great work done by Joe and his team gives you a few ideas that you can use. This real-life case study shows how an executive can expand a simple coaching assignment to benefit his team and company. Getting Started.

Teamwork 107

Teamwork Report Learning-by-Doing Follow-up 107

Marshall Goldsmith

JUNE 24, 2014

Since then I’ve worked with more than 150 CEOs and their management teams. And, to help them develop their people as well, because you see, without their colleagues, their people and teams, these leaders, as successful as they might be, would have no one to lead. My job isn’t to make anyone smarter or richer. What does it mean?

Sports 154

Sports Leadership Executive Coaching CEO 154

Marshall Goldsmith

APRIL 30, 2012

When you assume a leadership role, you take on an important responsibility -- being a role model for your team. 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. Life is good.

Reputation 132

Reputation Project Advice Goal 132

Marshall Goldsmith

JULY 19, 2016

As his first official act at Ford, Alan brought his leadership team together and asked them to share their top five priorities for their companies, and assess the progress of each priority using a green-yellow-red scoring system for good-concerned-poor. At that meeting, the entire team assessed each of their priorities as green (good!).

Video 70

Video Airlines Human Resources CEO 70

Marshall Goldsmith

MARCH 7, 2016

After our coaching engagement, I said to him, “I have spent less time with you than any client that I have ever coached, yet you and your team have shown the greatest improvement. What should I learn from my experience with you and your team?”. It is about your clients, the people who choose to work with you.”

Video 70

Video Executive Coaching CEO Execution 70

Marshall Goldsmith

DECEMBER 2, 2013

Key stakeholders may include direct reports, peers, customers, suppliers, or members of the management team. The manager should talk with the review team and collect suggestions on how to improve in key areas. Within months, survey the original review team, asking whether the manager has become more or less effective.

360-Degree Feedback 135

360-Degree Feedback Teamwork Bond Survey 135

Marshall Goldsmith

MAY 25, 2015

After our coaching engagement, I said to him, “I have spent less time with you than any client that I have ever coached, yet you and your team have shown the greatest improvement. What should I learn from my experience with you and your team?”. It is about your clients, the people who choose to work with you.” I should have been fired.

Video 70

Video CEO Learning-by-Doing Execution 70

Marshall Goldsmith

AUGUST 4, 2013

Listen to what General Mills CEO Steve Sanger once told 90 of his colleagues: “As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. Its CEOs, formerly Ralph Larsen and now Bill Weldon, and top executive team regularly participate in a variety of leadership-building activities.

Development 180

Development 360-Degree Feedback CEO Open-book 180

Marshall Goldsmith

JUNE 28, 2017

I told my team, “We’re going to do something different. And, in Valley Station, Kentucky those many years ago, that is how my little March of Dimes Bread Drive team ended up raising more money than any other team in the county! We were instructed to knock on doors in our neighborhood. We’re going to give them the bread.

System 70

System Video CEO Download 70

Marshall Goldsmith

OCTOBER 23, 2016

I told my team, “We’re going to do something different. And, in Valley Station, Kentucky those many years ago, that is how my little March of Dimes Bread Drive team ended up raising more money than any other team in the county! We were instructed to knock on doors in our neighborhood. We’re going to give them the bread.

Video 70

Video Download Document Follow-up 70

Marshall Goldsmith

NOVEMBER 2, 2014

In the same way, effective influencers relate to the larger needs of the organization, not just to the needs of their unit or team. Be especially sensitive to the need to win trivial non-business arguments on things like restaurants, sports teams, or cars. You are not paid to win arguments on the relative quality of athletic teams.

Influence 183

Influence Guidelines Ethics Energy 183

Marshall Goldsmith

JUNE 22, 2015

It was a structure of zero tolerance—for personality clashes, for putting self above team, for any deviation from the rules. He was introducing structure to his new team. What better way to get his team communicating properly than by showing them step by step how great teams communicate?

BPR 70

BPR Succession Restructuring Video 70

Marshall Goldsmith

JUNE 28, 2017

Everything I share on YouTube, LinkedIn, Facebook, and Twitter is focused on my mission: helping successful leaders achieve positive lasting change in behavior, for themselves, their people, and their teams. I am the world’s expert on this one distinct thing. 450 of the first 500 hits are about me. What are your thoughts about social media?

Audience 70

Audience Executive Coaching Video Drucker 70

Marshall Goldsmith

DECEMBER 29, 2016

8) Support the final decision of the team. Assuming that the final decision of the team is not immoral, illegal, or unethical–go out and try to make it work! It’s vital to ‘challenge up’ on integrity issues. It is often inappropriate to ‘trash down’ when making personal attacks.

Power 96

Power Cost-Benefit Analysis Ethics Video 96

Marshall Goldsmith

MAY 31, 2011

I hope that my answer is helpful: - My first suggestion is to work on improving the team behavior of every team member. Encourage each team member to listen to, learn from, and express gratitude for these suggestions. Encourage each team member to listen to, learn from, and express gratitude for these suggestions.

Team 117

Team Teamwork Learning-by-Doing Participative 117

Marshall Goldsmith

SEPTEMBER 28, 2015

You have to enlist their support as you do your best to develop yourself, your people, and your teams. Ask: Ask people “How can I be a better (manager, partner, team member, etc.)? You have to learn on the job, make the most of your surroundings, and ask those around you for help. And, this is why I call leadership a “contact sport”.

Succession 70

Succession Sports Video Follow-up 70

Marshall Goldsmith

DECEMBER 25, 2012

After our coaching engagement, I said to him, “I have spent less time with you than any client that I have ever coached, yet you and your team have shown the greatest improvement. What should I learn from my experience with you and your team?” I really loved the company and was looking forward to working with the executive.

Learning-by-Doing 87

Learning-by-Doing Human Resources Quality Succession 87

Marshall Goldsmith

JULY 19, 2016

They either lack the discipline to create a “cadence of accountability” for themselves and their team, or they fear being perceived as difficult. G: I remember in your book Triggers you talk about Alan Mulally and his amazingly simple follow-up system he used with his senior team around regularly discussing red/yellow/green priorities.

Follow-up 70

Follow-up Executive Coaching Download Entrepreneur 70

Marshall Goldsmith

FEBRUARY 13, 2012

I have asked thousands of leaders this question: "Can the top performer on your team leave the company and get another job with a pay raise in three months?" Using the Volunteer Model If your top performer can leave the company and get a pay raise, yet has chosen to remain with your team, he is better than a volunteer.

Drucker 126

Drucker Transportation Company Follow-up 126

Marshall Goldsmith

MAY 17, 2011

Listen to what General Mills CEO Steve Sanger recently told 90 of his colleagues: 'As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. Its CEOs, formerly Ralph Larsen and now Bill Weldon, and top executive team regularly participate in various leadership-building activities.

Development 125

Development 360-Degree Feedback CEO Reputation 125

Marshall Goldsmith

FEBRUARY 6, 2012

If the team's fortunes turn around, the press will go out of its way to point out how you made all of the difference - and how stupid the Yankees were to get rid of you. If the team loses, you are going to take the heat. You team has some of the most experienced and successful professionals in the history of the game.

Advice 110

Advice Executive Coaching Reference Succession 110

Marshall Goldsmith

JULY 21, 2013

Instead of feedback – rehashing a past that cannot be changed – Jon Katzenbach (author of The Wisdom of Teams) and I coined feedforward to encourage leaders spending time creating a positive future. Sorry, folks: Feedforward won’t make you thinner, but it may make you happier.

Learning-by-Doing 148

Learning-by-Doing Advertising CEO Quality 148

Marshall Goldsmith

SEPTEMBER 25, 2018

Cut from the team, he said, “I’ll show you.” .” If instead you say, “I’m going to be the best,” then what happens is, by showing them, you are actually helping myriad people live a better life, which is what Franklin did. Marshall: I love this, Michael Jordan the same thing.

Positioning 70

Positioning How To Energy Books 70

Marshall Goldsmith

JULY 21, 2014

This works at work – in your efforts to become a better leader, team member, or co-worker. We can promise to listen to our key stakeholders, think about their ideas, and do what we can. This is all that we can promise – and this is all that they expect. Who do you need to ask, “How can I become a better …?”

Executive Coaching 176

Executive Coaching Learning-by-Doing Video Magazine 176

Marshall Goldsmith

DECEMBER 3, 2010

Executive team members who have encountered your disapproval for their pet ideas will just "wait it out" and resell their ideas to your successor. Make peace with being a lame duck - before it happens - and your life, your successor's life, and the lives of members of your executive team will be a lot better. That is O.K.

Advice 98

Advice CEO Long-term Short-term 98

Marshall Goldsmith

AUGUST 24, 2015

” Part of building an empowering environment is dependent on the leader’s ability to run interference on behalf of the team. You are likely to spend a lot of time in dialogue with other leaders, employees, team members, and peers. The leader needs to make sure people are safe doing their jobs.

Succession 70

Succession Video Environment Learning-by-Doing 70

Marshall Goldsmith

FEBRUARY 8, 2018

Dan: I met Howard Schultz and the team at Starbucks when it had 100 stores and today I think the number is something like 27,000! Ideally we catch them in obscurity and watch them go from there to ubiquity. Marshall: A great example you use of a company that you did this with that is successful is Starbucks.

Venture Capitalist 70

Venture Capitalist Succession Entrepreneur Brand 70

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.

Span of Control 70

Span of Control Video Performance Review Commitment 70

Marshall Goldsmith

MAY 26, 2015

The Stakeholder Centered Coaching process stands apart in that it produces quantifiable results not only for the leader, but also for his/her team (and beyond). My partner, Chris Coffey, helps individuals and teams achieve and sustain outstanding results. Click here to register. “My

Training 70

Training Workshop Conference Brand 70

Marshall Goldsmith

JUNE 2, 2013

He was a star on one of the best college debating teams in the world.” After 12 months, Bob’s team perceived him as a better boss. Things only made sense after Bob’s chairman told me, “You have to understand, Bob is the world champion at debating with others and at arguing with himself.

Open-book 145

Open-book CEO Magazine Education 145

Marshall Goldsmith

JULY 31, 2013

He is one of a select few executive advisors who have been asked to work with over 150 major CEOs and their management teams. He teaches executive education at Dartmouth’s Tuck School and frequently speaks at leading business schools. Marshall@MarshallGoldsmith.com. www.MarshallGoldsmithLibrary.com. www.MarshallGoldsmithFeedForward.com. +1-858-759-0950.

Leadership 182

Leadership Executive Coaching Education Human Resources 182

Marshall Goldsmith

NOVEMBER 5, 2012

For the coach of a sports team, winning really is everything. However, your concept of winning might be a process of continual self-improvement, more akin to a sprinter who attempts to run the 100-yard dash at quicker speeds than a football team looking forward to a weekend match against its big rival.

Sports 104

Sports Talent Management Objective Magazine 104

Marshall Goldsmith

JANUARY 26, 2015

You know, someone who withholds recognition of your contribution to the team or organization’s success? When it comes to determining exactly who came up with a winning phrase in a meeting or exactly who on the team was responsible for holding an important client relationship together during a rocky phase, the evidence gets fuzzy.

Video 70

Video Blog Commitment Motivation 70

Marshall Goldsmith

FEBRUARY 22, 2011

Similarly, effective upward influencers relate to the larger needs of the organization, not just to the needs of their unit or team. Be sensitive to the need to win trivial nonbusiness arguments on things like restaurants, sports teams or cars. They relate to the needs of the buyers, not to their own needs. In some cases they are not.

Influence 135

Influence Ethics Cost-Benefit Analysis Guidelines 135

Marshall Goldsmith

NOVEMBER 30, 2017

Has people clamoring to be part of the team. Who hasn’t wished to be that person who: Is never interrupted when speaking. Causes a hush in the room. Makes an endorsement that is immediately effective. Admits to an error with no repercussions. Always receives the benefit of the doubt. Can propel a new idea forward, or derail it.

Charisma 70

Charisma Video Learning-by-Doing Quality 70