Marshall Goldsmith
JUNE 22, 2016
A very wise leader, Alan Mulally, the former CEO of Ford and Fortune’s #3 greatest leader in the world 2013, once told me, “The key to your success is having great customers. Almost all of the people I know who call themselves executive coaches are coaches in the area of leadership behavior. I said, “What’s his problem?”
Marshall Goldsmith
JUNE 20, 2014
Garnier, former CEO of the large pharmaceutical company GlaxoSmith Kline, “What did you learn from me when I was your executive coach that helped you the most as a leader?” I asked J.P, “What did you learn about leadership as the CEO?” He was also selected as the World’s Most Influential Leadership Thinker in 2011.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
DECEMBER 27, 2013
In this massive piece, Nicholas Carlson analyzes Armstrong''s rise from his days as the owner of a strawberry business, uncovering a leadership trajectory that culminated in a proxy war with an activist investor and a final realization that his baby — local-news and listings provider Patch — needed to be trimmed, or else. "For
Harvard Business Review
OCTOBER 21, 2013
I found myself reflecting on this recently while speaking with two business leaders in one of the world’s great pharmaceutical companies. It seems to me that this emphasis on authenticity is an important counterbalance to earlier assumptions that people gained leadership powers by dint of titles or positions in hierarchies.
Harvard Business Review
MARCH 16, 2015
Please note that titles used here reflect the positions the individuals held in 2013, when we conducted the interviews for a separate article ). Ken Frazier of the pharmaceutical firm Merck, put it this way: “The biggest challenges that we faced in our organization was that healthcare in general was undergoing huge, huge pivotal change.
Harvard Business Review
FEBRUARY 6, 2014
The vital—though not-soon-to-be answered—question is whether Mr. Nadella brings the right leadership talents not only to run the show but also to grow the enterprise at the center of one of most turbulent and competitive frays on earth. Leadership Microsoft Succession planning'
Harvard Business Review
FEBRUARY 2, 2015
industries: 35 advanced manufacturing industries such as automotive and aerospace manufacturing, pharmaceuticals and semiconductors; three energy industries including electric power generation; and 12 service industries, from software design to telecommunications. average (20%) of highly intensive STEM occupations. Yet, there is a problem.
Expert insights. Personalized for you.
101 
Let's personalize your content