Marshall Goldsmith

6 Questions that Will Set You Up to Be Super Successful

Marshall Goldsmith

Kelly and I were discussing one of the mysteries of my field – why is there such a poor return from American companies’ $10B investment in training programs to boost employee engagement. A Little Background.

What Successful People Know that You Need to Learn!

Marshall Goldsmith

It mirrored his training and mindset as an engineer. Dear Followers: My new book Triggers is published! Order it now at Triggersthebook.com ! Life Is Good. Marshall. This might surprise you, but success is all about structure.

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How to Lead People Who Know More Than You Do!

Marshall Goldsmith

By Marshall Goldsmith, Alan Mulally & Sam Shriver / Training Industry Magazine Fall 2016. Peter Drucker presented a very simple definition: “Knowledge Workers are people who know more about what they are doing than their boss does.”

The Biggest Mistake Made in Employee Engagement!

Marshall Goldsmith

In this short blog series with HRD Business Summit, I was asked questions that are highly pertinent to leaders, especially leaders of HR. The first question I was asked is: “why engage employees?” The simple answer: Employee engagement is critical for business success. We all agree.

Hey HR, Can You Really Be Effective Internal Coaches?

Marshall Goldsmith

Training : Many external coaches are specialists. HR professionals often have to know about many topic areas and may lack training or experience for coaching in some specific client needs. Many of the great HR professionals I know can manage confidentiality, have great credibility, and are well-trained as coaches. Coaches were trained to reinforce the specific goals of GE and deal with the specific issues faced by their clients.

The Most Important Thing You Can Do If You Really Want to Change

Marshall Goldsmith

Many years ago, a VP participant of a training session I facilitated asked me the perfectly reasonable question, “Does anyone who goes to one of these leadership development programs ever really change?”. Why would people go through a training, promise to implement what he/she had learned, and then not do it? Nobody ever changed just by going to a training session. Isn’t what you might think.

2 Life-Changing Lessons No One Ever Taught You

Marshall Goldsmith

One of my teachers, Dr. Bob Tannenbaum, had invented ‘sensitivity training’, published a popular article in the Harvard Business Review, and was a full professor. Lesson #1: It’s easier to see our problems (let’s call them behavioral challenges) in others than to see them in ourselves. For instance, often when I become self-righteous or angry about some perceived injustice, I realize that the deeper issue is often not with “it”, but in me.

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Don’t Delegate More – Delegate More Effectively

Marshall Goldsmith

Another advantage was that his direct reports were getting on-the-job training that could help them take on larger responsibilities in the future. When C-level executives are asked what change they could make to become a more effective leader, one of the most common answers is, “I need to delegate more!” ” My caution to these executives is always the same: Don’t delegate more. Delegate more effectively.

The #1 Most Dysfunctional Belief of Successful People!

Marshall Goldsmith

After years of medical training, many doctors thought that the constant reminders, especially when delivered by subordinate nurses, were demeaning. One of the most dysfunctional beliefs of successful people is our contempt for simplicity and structure.

A Radical New Approach to Employee Engagement

Marshall Goldsmith

Who is really being trained? Who is really being trained? Who is being trained? Dear Followers: I’m excited that my new book Triggers is finally finished! Pre-order it now at Triggersthebook.com ! Life Is Good. Marshall.

If They Understand, They Will Do

Marshall Goldsmith

All were trained to respond to co-workers on their feedback using a very simple follow-up process. At the end of the training, leaders were asked in a confidential survey if they were going to do what was taught in the program. Some leaders, however, did absolutely nothing as a result of receiving feedback and attending training, and as a group they were seen as improving no more than can be attributed to random chance.

The Success Delusion

Marshall Goldsmith

I have asked over 50,000 participants in my training programs to rate themselves in terms of their performance relative to their professional peers – 80-85% rank themselves in the top 20% of their peer group – and about 70% rank themselves in the top 10%. Almost every participant who attends my leadership training program intends to apply what has been learned back at work. Any human, in fact, any animal will tend to repeat behavior that is followed by positive reinforcement.

Bashing the Boss

Marshall Goldsmith

While the survey is intended to point out why bosses need to be trained so they can change behavior, the results also may be interpreted to point out why employees need to be trained so they can change behavior. 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.

Recruiting Coaches

Marshall Goldsmith

Your best coaches will not necessarily be outside experts who have credentials or training in your field. Your best coaches will not necessarily be outside experts who have credentials or training in your field. by Marshall Goldsmith. How can successful people get even better? Successful people are much more likely to accept coaching from those whom they respect and whom they see as successful.

Their Commitment Might Mean More Than Our Insight

Marshall Goldsmith

Leaders, especially technically trained leaders, often get so enamored with sharing insights aimed at improving the quality of an idea that they forget about the impact these insights might have on their employees’ commitment to execute the idea. My friend, Dr. David Ulrich, is a highly respected thought leader, wonderful person and perhaps the world’s top HR consultant.

From Good to Great

Marshall Goldsmith

When co-workers are trained to be supportive coaches, the follow-up process provides for ongoing constructive suggestions and recognition, reinforcing the commitment to change. By becoming aware of how we can improve, involving respected colleagues and following-up, we can get better at the behavior, as perceived by colleagues. by Marshall Goldsmith. We can increase our effectiveness by changing elements of our behavior.

Effectively Influencing Decision Makers: Ensuring That Your Knowledge Makes a Difference

Marshall Goldsmith

Many knowledge workers have years of education and experience in training for their positions, yet have almost no training in how to effectively influence decision makers. “The great majority of people tend to focus downward. They are occupied with efforts rather than results. They worry over what the organization and their superiors ‘owe’ them and should do for them. And they are conscious above all of the authority they ‘should have’.

Does Anyone Ever Really Change?

Marshall Goldsmith

I was first asked this perfectly reasonable, and for me life-altering, question by a Fortune 100 company executive vice president for whose company I was preparing training sessions. Perhaps he had an eye on the training budget? At the time, though, I had trained thousands of people, received fabulous feedback about my coaching, and I had dozens of letters from people who believed they had changed. It doesn't happen because someone understands the training.

Ask, Learn, Follow Up and Grow

Marshall Goldsmith

In today’s AT&T, leaders are trained to “break the mold,” empower people, and consistently reach out to acquire new insights. In a talk to the Drucker Foundation Advisory Board in 1993, Peter Drucker said, “The leader of the past was a person who knew how to tell.

Mission Control

Marshall Goldsmith

Have you ever attended a training session entitled Stupid Things We're Doing That We Need to Stop Doing? On the surface, 'purpose' and 'goal' seem to be similar, if not synonymous, terms. But in parsing the definitions, we discover they're very different concepts. Goals are specific objectives we strive to achieve, usually within defined parameters of space, time and resources. Purpose is the 'why' behind any thought or deed.

Building Partnerships

Marshall Goldsmith

Leaders are trained to challenge their managers when they believe that the direction they are being given is not in the best interest of the client. The ideal leader is a person who builds internal and external partnerships. by Marshall Goldsmith. In a recent study we interviewed over 200 high-potential leaders, asking them to describe today’s ideal leader. The results were clear. The ideal leader is a person who builds internal and external partnerships.

Leadership Effectiveness

Marshall Goldsmith

Many leadership development efforts focus exclusively on the front side of the process – impressive training, well-designed forms, clever slogans, and lots of “flash” They fail to focus on the back-side – the ongoing application of what is being learned. By asking for feedback, analyzing the results, developing a focused action plan for change and following-up, leaders are perceived as more effective. by Marshall Goldsmith.

Questions That Make a Difference Every Day

Marshall Goldsmith

In the past several months, I have had more than 1,000 participants in my training programs write their own questions. My colleague, Andrew Thorn, taught me this fascinating daily-questions process and tried it out on me. Since then, I have been using it with my good friend, Jim Moore, (former CLO of Sun Microsystems). Both Jim and I have been amazed at how well this works. Every day Jim asks me the same 24 questions. Every day I ask Jim the same 17 questions.

PALEOVENTURES Takes Teams Back to Nature

Marshall Goldsmith

PALEOVENTURES, a San Francisco based company, provides meaningful outdoor survival skills learning combined with organizationally relevant communication skills training. Nothing is more vital to business success than strong, effective teams made up of healthy and cooperative individuals.

Challenge Up: A Key to Organizational Integrity

Marshall Goldsmith

In spite of the best corporate guidelines, the best training, and the best intent, some individual managers may still be very intimidating. They must be trained on how and when to use these alternate channels. If they have an open dialogue about business concerns, any ethical concerns will probably emerge as part of the ongoing conversation. - Both managers and employees should be trained on how to encourage and provide upward challenge. .

People Skills

Marshall Goldsmith

I trained many generals that year. The reason I devote so much energy to identifying interpersonal challenges in successful people is because the higher you go, the more your problems are behavioral. At the higher levels, all the leading players are technically skilled, smart, and up-to-date on the technical aspects of their job. You don't get to be the CFO without knowing how to count, how to read a balance sheet, and how to handle money prudently.

Person in the Mirror

Marshall Goldsmith

Bob had invented 'sensitivity training', published a popular article in the Harvard Business Review, and was a full professor. Can you see in yourself what others see in you, or do you see in others what you don't see in yourself? As a Ph.D. student at UCLA in the 70s, I had a self-image of being 'hip.' I believed I was involved in discovering deeper human understanding, selfactualization, and profound wisdom. Early in my Ph.D.

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8 Steps to Super Charge Your Career!

Marshall Goldsmith

My partners and I have trained hundreds of external and internal coaches who work with people at all levels. I train people to improve their behavior in the workplace – by enrolling them in a simple, yet challenging regimen.

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Just Be You

Marshall Goldsmith

One talented manager asked for training, and was told that there was no budget for it. Despite the company's message of valuing the development of people, if training isn't in the budget, it isn't believable. Is your company competing for top talent? Do you participate in hiring decisions or developing leaders? If so, pay attention! The workforce is changing dramatically--in two years, there will be more members of the Millennial Generation than Baby Boomers.

People Skills

Marshall Goldsmith

” I trained many generals that year. There’s a fine line between being competitive and overly competitive, between winning when it counts and when no one’s counting-and successful people cross that line with alarming frequency. by Marshall Goldsmith. The reason I devote so much energy to identifying interpersonal challenges in successful people is because the higher you go, the more your problems are behavioral.

Self-Confidence and Success

Marshall Goldsmith

I have asked more than 80,000 participants in my training programs to rate themselves in terms of their performance relative to their professional peers. One common characteristic of the great leaders I meet is self-confidence, which of course makes sense. Leaders have to inspire confidence in others. It would be difficult for others to believe in us if we don't even believe in ourselves. Great leaders have to take risks.

Leaders Make Values Visible

Marshall Goldsmith

When I conducted leadership training for J&J, one of its very top executives spent many hours with every class. The corporate credo. Companies have wasted millions of dollars and countless hours of employees’ time agonizing over the wording of statements that are inscribed on plaques and hung on walls.

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Reducing Negativity in the Workplace

Marshall Goldsmith

Train everyone to think before speaking and to ask themselves, not just, "Is this comment what I believe?" I am amazed at how much time gets wasted by people who complain all of the time. According to a survey done 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 their bosses or upper management.

Goal 1, Mission 0

Marshall Goldsmith

Nicholson is an officer of high integrity, dedicated to excellence, a great leader of people – and thus well trained to complete any mission that he is given. By the film’s end, he finds himself in the painful position of defending the bridge from attack by fellow British officers who want to destroy it – to prevent Japanese trains from using it. Obsessing on your goal – may cause you to forget your mission. by Marshall Goldsmith.

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Feed It Forward

Marshall Goldsmith

Traditional training does not seem to make a great deal of difference. I have observed more than 50,000 leaders from around the world as they participated in a fascinating experiential exercise, in which I ask participants to play two roles. In one role, they provide "Feed Forward ": They give another participant suggestions and as much as they can help with a specific issue.

Feed It Forward

Marshall Goldsmith

Traditional training does not seem to make a great deal of difference. I have observed more than 50,000 leaders from around the world as they participated in a fascinating experiential exercise, in which I ask participants to play two roles. In one role, they provide “Feed Forward “: They give another participant suggestions and as much as they can help with a specific issue.

Advice for Marketing Executives During Tough Times

Marshall Goldsmith

Many marketers are creative or have deep functional expertise but lack general business training. Q: Do you have any specific suggestions for marketing executives in this challenging climate? A: Great question. During hard times companies often cut back on marketing budgets. As business becomes more competitive, marketing executives face increasing pressure to demonstrate the value that their function is adding to the firm.

Seeing Ourselves as Others Do

Marshall Goldsmith

I think he invented the term “sensitivity training” He was an important person in our school. Can you see in yourself what others see in you, or do you see in others what you don’t want to see in yourself? by Marshall Goldsmith. In the early ’70s, as a PhD student at the University of California, Los Angeles, I considered myself to be very hip and cool.

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Fallacy of ‘If They Understand, They Will Do’

Marshall Goldsmith

All were trained to respond to co-workers using a simple follow-up process. At the end of the training, leaders were asked in a confidential survey if they were going to do what was taught in the program. Some leaders, however, did absolutely nothing as a result of receiving feedback and attending training, and as a group they were seen as improving no more than can be attributed to random chance.

Feed It Forward

Marshall Goldsmith

Traditional training does not seem to make a great deal of difference. I have observed more than 50,000 leaders from around the world as they participated in a fascinating experiential exercise, in which I ask participants to play two roles. In one role, they provide "Feed Forward ": They give another participant suggestions and as much as they can help with a specific issue.