Marshall Goldsmith

MAY 5, 2014

According to a survey by Badbossology.com and Development Dimensions International, a majority of employees spend 10 or more hours per month complaining or listening to others complain about bad bosses – and almost one-third spend 20 hours or more per month. You don’t enhance your career. You demean yourself.

360-Degree Feedback 122

360-Degree Feedback Learning-by-Doing Survey CEO 122

Marshall Goldsmith

AUGUST 22, 2011

I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders. It also probably explains why you don't do many things in your life and career that you know you should.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

Marshall Goldsmith

DECEMBER 31, 2012

I am probably the only executive educator that you have ever heard of who actually measures if the participants in my leadership development courses do what I teach – and then measures if they are seen as becoming more effective leaders. About 30% do absolutely nothing. I am not ashamed of these numbers. I am proud of these numbers!

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Marshall Goldsmith

MAY 3, 2011

This should have been the apex of Mike's young career. To Help Others, Start With Yourself General Mills CEO Steve Sanger once told 90 of his colleagues: 'Last year my team told me that I needed to do a better job of coaching my direct reports. I just reviewed my 360-degree feedback.

360-Degree Feedback 115

360-Degree Feedback Gordon CEO Learning-by-Doing 115

Your Voice of Encouragement

JUNE 3, 2011

In his 360-degree feedback report, everyone agreed he was a great guy to be around, brimming with good cheer and optimism, but that he couldn’t be counted on to properly plan and deliver complex projects. Master the Four Behavioral Styles and Transform Your Relationships, Your Career…Your Life.

360-Degree Feedback 67

360-Degree Feedback Core Competence Analysis Open-book 67

Harvard Business Review

MAY 22, 2018

In today’s increasingly globalized world, more and more people are choosing to live, work and study abroad —and this trend appears to be a good thing: social science studies have shown that international experiences can enhance creativity , reduce intergroup bias , and promote career success.

Development 15

Development Self-aware 360-Degree Feedback Participative 15

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. One of the patterns I see in the 360 data on leadership behaviors is that peers are typically the lowest rating group for any given executive. My answer was simple, “Because I like the results.&#

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Marshall Goldsmith

OCTOBER 7, 2013

I do not want to work with a client, have them get a glowing report from key stakeholders and later hear that one of the stakeholders said, “He didn’t really get better, we just said that” This is not fair to my client, to the company of to me. 7) Develop an ongoing follow-up process. 3) Tell the truth.

Leadership 117

Leadership 360-Degree Feedback Follow-up Learning-by-Doing 117

Harvard Business Review

SEPTEMBER 7, 2012

But there is one thing we've personally seen that profoundly and consistently changes lives — what's generally referred to as the 360-degree feedback process. Maybe that's why our blood comes to a slow boil when we see a popular columnist arguing that 360-degree feedback programs fail.

360-Degree Feedback 15

360-Degree Feedback Review Participative Survey 15

Harvard Business Review

FEBRUARY 4, 2014

Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. In reality, for managers seeking promotion, such feedback is of only marginal benefit because its frame of reference is how you’re doing in your current job, at your current level.

Career 9

Career 360-Degree Feedback Mentor Long-term 9

Harvard Business Review

MAY 23, 2014

Most people develop their default moral predispositions before they reach adulthood. For example, the Ethics Resource Center reports that businesses that implement formal programs to support ethical choices, such as whistleblowing, decrease counterproductive behaviors and misconduct rates, as well as increasing employee satisfaction.

Management 13

Management 360-Degree Feedback Ethics Morale 13

Harvard Business Review

APRIL 4, 2013

But our work with leadership development and 360-degree assessments does not confirm that a likability penalty as women rise to the top is one of those barriers. Taking items from our 360-degree feedback instrument such as "Do you stay in touch with issues and concerns of individuals in the work group?"

360-Degree Feedback 10

360-Degree Feedback Succession COO Middle Management 10

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.

Training 14

Training Health Care Management 360-Degree Feedback 14

Harvard Business Review

APRIL 24, 2015

But as I learned over the course of my career, there’s a better approach with boards. It’s all a matter of developing trust. The meetings themselves, aside from the CFO’s report on financials, focused on discussions of the main issues. I got rid of that barrier. A CEO’s job is hard enough.

CEO 8

CEO 360-Degree Feedback Management Charisma 8

Harvard Business Review

DECEMBER 27, 2016

The Mayo Clinic is America’s best hospital, according to the 2016 US News and World Report (USNWR) ranking. ” Having spent their careers looking through a patient-focused lens, physicians moving into executive positions might be expected to bring a patient-focused strategy. The Best Hospitals.

Management 15

Management 360-Degree Feedback Mayo Training 15

Harvard Business Review

FEBRUARY 25, 2014

In reviewing several thousand 360-degree feedback surveys we found that both women and their managers cite political savvy as an ongoing development need for women. Consider this entry from a 360-degree performance report we reviewed: “Her direct reports like her and she’s the best at serving clients.

Politics 8

Politics 360-Degree Feedback Skills Seminar 8

Harvard Business Review

JANUARY 25, 2013

It's a great moment in literature — and an extremely useful image for managers intent on ferreting out the feedback they need for career advancement. Those who solicit career feedback are likely to hear many, often conflicting messages and need to be astute in sorting out the most critical input to avoid careening off course.

360-Degree Feedback 8

360-Degree Feedback Delegation Career Execution 8

Harvard Business Review

MARCH 29, 2017

A good way to help leaders understand that their self-views and behaviors matter is via 360-degree feedback (360s) and employee engagement In particular, there is ample evidence for the connection between 360s and leadership performance, as well as a leader’s integrity.

Self-aware 8

Self-aware 360-Degree Feedback How To Collins 8

Harvard Business Review

SEPTEMBER 29, 2015

The 360-degree feedback instrument we use collects data on 49 leadership behaviors. At the interpersonal level, there were issues of trust among the younger managers, direct reports, and peers. Peers and direct reports struggle to see the younger managers as role models. Not perceived as a role model.

Management 8

Management 360-Degree Feedback Short-term Long-term 8

Harvard Business Review

JUNE 21, 2012

As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from board members placed unusual emphasis on one potentially devastating problem: his listening deficit.

360-Degree Feedback 17

360-Degree Feedback Welch Active Listening CEO 17

Harvard Business Review

MAY 15, 2012

The higher up in the organization you get, the less likely you'll receive constructive feedback on your ideas, performance, or strategy. But without input, your development will suffer, you may become isolated, and you're likely to miss out on hearing some great ideas. She always wanted feedback. Acknowledge the fear.

360-Degree Feedback 15

360-Degree Feedback How To Construction Case Study 15