Marshall Goldsmith

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Excuses, Excuses

Marshall Goldsmith

When Bill Clinton published his best-selling memoir in 2004, he knew he would have to deal with the Monica Lewinsky scandal during his second term. He did so by explaining it as a personal failure, a yielding to private demons. Once people reach the age of accountability, no matter what people do to them, that is not an excuse for any mistakes they make.

The Difference Between Great and Near Great

Marshall Goldsmith

Two lawyers are sitting at a bar at Spark’s Steakhouse in New York City. Don’t worry; this isn’t a lawyer joke.) One of them is my friend Tom, and the other is his law partner, Dave. They’re having drinks as they wait for a table to open. They’re in no rush, as Spark’s -- where New York’s rich, powerful and glamorous can be spotted on any given night -- is the kind of place you don’t mind hanging around.

Marshall Goldsmith and the Thinkers50 Leadership Award

Marshall Goldsmith

What Got You Here Won’t Get You There In Sales – McGraw Hill 2010. MOJO: How to Get It, How to Keep It, and How to Get It Back When You Lose It – Hyperion 2010. Leader to Leader Institute – 2010 Leader of the Future Award. Indiana University’s Kelley School of Business 2010 Distinguished Entrepreneur Award. Marshall has been nominated for the 2013 Thinkers50 Leadership Award. Nominations close today. [link].

Natural Law as a Change Agent

Marshall Goldsmith

Barry Diller, the chairman of IAC/ InterActiveCorp, was at Harvard Business School explaining the rationale behind the mosaic of Web-commerce entities he has assembled at his company, including Hotels.com, Match.com and LendingTree.com. One of the students pointed out these various businesses didn’t seem to come together in a coordinated, synergistic way. Diller erupted in mock anger. He replied, “Don’t ever use that word, “synergy”. It’s a hideous word. The only thing that works is natural law.

Managers: Do You Know When to Keep Your Mouth Shut?

Marshall Goldsmith

When leaders think they're improving the quality of other people's good ideas, they're often just trying to prove how smart they are. Here's how to avoid adding "too much value

Why CEOs Can't Let Go

Marshall Goldsmith

Being next in line for the big job, you may understand in a few years what makes it so hard for any leader, including the CEO, to move on. If you have personally been through a departure, you may laugh as you relate to the examples I'm about to give. You may remember how difficult it was to let go. Nearly all of the leaders I have talked to over the years have assured me that they will be different when it's time to move -- that they will have no problem letting go of their jobs.

CEOs: Don't Sabotage Your Successors

Marshall Goldsmith

A few years ago, I learned a very important lesson about leadership succession during a coaching assignment. In my work, I get paid only if my clients achieve positive, lasting change in behavior. I did get paid for this assignment, but I found that I would rather not have taken it. A CEO asked me to coach his potential successor, the CFO. It didn't take long before I just felt that the CEO just didn't like the CFO. I had the distinct feeling that he really didn't want this guy to get the job.

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‘Managers as Mentors’ Celebrates Publication Anniversary

Marshall Goldsmith

” Mike Krzyzewski, head men’s basketball coach at Duke University and the 2010 NCAA champs, calls it “a practical yet powerful book.” The origin of the word mentor goes back to ancient Greece–specifically, to the character of Mentor in Homer’s epic poem “The Odyssey.”

Are Your Secret Superstitions Holding Back Your Career?

Marshall Goldsmith

Think you're too smart for silly superstitions? Not so fast. Many execs have irrational beliefs about their success. Here's how to identify your superstitions -- and keep them from getting in your

Your Best Career Coach: The Future You

Marshall Goldsmith

What advice would the 100-year-old you have for the you that is reading this blog post? In terms of performance appraisals, this is the only one that will matter. Here's why

The Madness of Crowds, Past and Present

Marshall Goldsmith

Some time ago I was interviewing a very successful CEO. Despite dismal economic news around the world, his business was experiencing record profits. I thought, "It will be nice for me to talk to one executive this week who is in a great mood." Although this gentleman was very grateful for the success of his privately owned corporation, he was sad about the economic devastation faced by many of its employees.

Moving On? How to Tell Your Successor (And Your Team)

Marshall Goldsmith

This can be difficult. At some point in the succession process, you will have to let your successor know that he is next in line. Though the person you are grooming to replace you must be told, there is not tried-and-true formula for choosing the perfect time. I've seen this done many ways. In one instance, the successor was chosen years in advance. Everyone knew he was next in line and had years to adjust to the process. This case worked well, but this type of succession does not always work.

Preparing Your Successor for Success

Marshall Goldsmith

In most cases, I believe that hiring an executive coach to assist with this process can be very useful. However, you as the leader need to be responsible for the entire process. You know what it takes to be the next leader of your company (or division, or unit, or team) even more than the very best behavioral coach. I'll share a few ideas with you here about the coaching process. Review them, do what works for you, and if you think it will help, hire an outside coach to do the rest.

What to Know About Coaching Your Successor

Marshall Goldsmith

Preparing your successor can be a leader's greatest challenge. If you handle it the right way while you are still at an organization, it can mean that your successor enters to applause while you bow out gracefully. So what do you need to know about coaching so you can ensure a smooth transition? First, let's assume you've done your due diligence on the process with your successor.

Advice for Outgoing CEOs

Marshall Goldsmith

Leaders who are getting ready to slow down and pass the baton often have a common fear: that they will become lame ducks if they announce their successors in advance. No one wants that to happen. Almost every leader goes through this inner dialogue as part of the challenge of "slowing down." This fear, which often results in postponing the announcement about succession until the last minute, inhibits what could have been a much smoother transition.

Talent on Demand

Marshall Goldsmith

Finding, retaining, and developing talent is one of the toughest business challenges executives face. It's made even tougher because many of the practices executives use don't work in today's uncertain environment. With the absence of job security and the likelihood of lifetime employment with one company a thing of the past, the open labor market means you may be investing in talented people who will leave your firm for a competitor.

Human Nature: The X Factor in Economic Theory

Marshall Goldsmith

According to Dan Ariely, author of the recently released book Predictably Irrational and the James B. Duke Professor of Behavioral Economics at Duke University, behavioral economics is an important and useful tool for society because it takes into account the irrationality of human nature. I loved this book. and highly recommend it. I've asked Dan to give us his take from a behavioral economics perspective on the current economic situation.

The Changing Role of the CMO

Marshall Goldsmith

Marketing is everywhere, but with the ubiquity of slogans and ads, it's easy to forget that there's more to marketing than meets the eye. As a result, it is often one of the first budgets to be cut in economic downturns.

Be Flexible, Attract Talent

Marshall Goldsmith

In this time of economic uncertainty, the pressure to control costs is at a peak. With hiring freezes and layoffs, companies increasingly are asking themselves how to produce the results they need with limited or decreasing human resources. One innovative firm in the Bay Area, Flexperience, has created a different talent market: experienced professionals who seek flexible work opportunities.

Are You Living for the Short Term or the Long Term?

Marshall Goldsmith

In analyzing how we spend our time, whether personally or professionally, it can be helpful to consider two dimensions: short-term satisfaction and long-term benefit. Both have value. It can be disappointing to live our lives with no meaning or pleasure in the here and now, just as it can be unfulfilling to live only for today. Questions like, "Does this activity make me happy?" or "Do I find meaning in the activity itself?"

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Undercover Boss: Lucky Strike Lanes' Steven Foster Rolls Through the Recession

Marshall Goldsmith

In an interview with BNET, Steven Foster, co-founder and CEO of Lucky Strike Lanes & Lounge, acknowledges that it's difficult to keep an entertainment-based business growing in a recession

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Are You Training People to Suck Up to You?

Marshall Goldsmith

If everyone hates suck-ups, why do they proliferate in the workplace? Because often we unwittingly goad them on. Here's how to find out if you're encouraging the suck ups in your office

"Employee Fun Day" Won't Create Job Satisfaction

Marshall Goldsmith

Recent research on happiness yields a surprising discovery: the more time a person spends on lightweight "fun," the greater his overall dissatisfaction -- not just at work but at home

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Letting Go

Marshall Goldsmith

When you consider how many hours of organizational time and productivity are lost in the endless retelling of our co-workers’ blunders or the internal stress we generate reliving real or imagined slights, you can appreciate the value of letting go of all of these negative feelings and focusing on the future.

Can Problem Leaders Ever Change?

Marshall Goldsmith

We know there are no miracle diets, so why do we expect miracle turnarounds in other problem areas like bad leadership? Here's why real change is hard -- and why we should commit to it anyway

What Makes Workers Happy?

Marshall Goldsmith

Suppose you had to score yourself on whether you found happiness and meaning at work. What would you do differently

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How to Spot the Uncoachables

Marshall Goldsmith

Even if you are the best coach in the world, if the person you are coaching shouldn't be coached, the coaching isn't going to work. The good news is that the "uncoachables" are easier than you think to spot. How do you know when someone is uncoachable? How do you detect a lost cause? Following are four indicators that you are dealing with one of these people: 1. She doesn't think she has a problem. This successful adult has no interest in changing. Her behavior is working fine for her.

Keeping Your People Engaged in Tough Times

Marshall Goldsmith

Marshall: I hear this concern every where I travel these days. Who doesn't? My friend Joe Wheeler, Executive Director of The Service Profit Chain Institute, recently co-authored a book with Harvard Business School Professors James L. Heskett and W. Earl Sasser, Jr. entitled The Ownership Quotient, Putting The Service Profit Chain to Work for Unbeatable Competitive Advantage. I asked him for his perspective on this question.

How to Deal With a Coworker Who Drives You Nuts

Marshall Goldsmith

We all work with someone who makes us absolutely crazy. If you're sick of all the time and energy you waste on these jerks, here's what to do instead

Gratitude - 2010

QAspire

Home Go to QAspire.com Guest Posts Disclaimer Gratitude - 2010 I am filled with gratefulness as I think about 2010 coming to an end. Tags: 2010 , Gratefulness , Gratitude , Round Up Round Ups , Social Media | Tanmay December 31, 2010 3 Comments By Phil Gerbyshak , December 31, 2010 @ 7:36 pm Tanmay - It’s been my pleasure to get to know you during 2010.

Best Leadership Books of 2010

Leading Blog

A crisis exposes character or the lack of it. Our reaction is important. Our recent history requires a response; a correction; a change in the status quo. If we are thinking more-of-the-same or merely upping our game then we are destined to fail again. On the other hand if we are looking to change our games or approach, then we have a way forward.

Thanks for your contributions in 2010!

Managing Leadership

As noted here every year, easily one of the most gratifying aspects of authoring a site like this is the interaction offered by visitors from around the world. They present thoughtful and engaging comments from which we all learn so much, as well as offering us the opportunity to discover additional value on many of the contributors’ own web sites.

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Are you letting conflicts fester?

EnLeadership

Home ELS Home Leadership Development Executive Leadership Training Change Management Learning Products Employee Selection Contact us Feb 18 Are you letting conflicts fester?

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8 Traits of Ineffective Leaders | N2Growth Blog

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Facing Challenges | N2Growth Blog

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Shut-up & Listen | N2Growth Blog

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Intellect…an Asset or Liability? | N2Growth Blog

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Posted on August 20th, 2010 by admin in Leadership , Miscellaneous , Rants , Talent Management By Mike Myatt , Chief Strategy Officer, N2growth My question is this: Is your intellect an asset or liability? Copyright/Legal Privacy Resources Sitemap N2Growth Blog © Copyright 2010 N2Growth.

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Efficient vs. Effective | N2Growth Blog

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Humility and Leadership | N2Growth Blog

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Top 30 Leadership Blogs 2010 | N2Growth Blog

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