Marshall Goldsmith
DECEMBER 31, 2012
Executive educator Goldsmith gets to the bottom of why some of us don’t meet our goals – and gives some free advice. At the end of my sessions, I ask leaders (who have received 360-degree feedback) to follow up with their co-workers and ask for ongoing ideas about how they can continue to become more effective.
Marshall Goldsmith
SEPTEMBER 23, 2013
This perception has been validated in reviewing the 360 degree feedback scores for executives in 30 major corporations. The item “provides effective coaching when needed” consistently scores in the “bottom 10″ of all items when direct reports evaluate their executives. The Six-Question Process.
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Persuasive Powerhouse
OCTOBER 22, 2010
Scott has generously offered to send four free copies of his newest edition of The Next Level to the first four people who thoughtfully respond to the questions at the bottom of this post (that means that there is some decision made on what “thoughtful&# means – i.e., just commenting may not get you a free book).
Strategy Driven
JANUARY 24, 2011
OnPoint Consulting’s 2010 Execution Gap Maker Round-Up… Execution Gap Maker #1: BP (Need I say more?) Leading up to and after the oil spill BP violated almost all the guidelines of effective execution, including lacking an effective structure and lacking clear accountability. More like a chasm, really.)
Harvard Business Review
DECEMBER 15, 2017
And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. These leaders learn to oversee and delegate work, and develop and coach others.
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