Marshall Goldsmith on effective leadership skills

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Marshall Goldsmith

Marshall Goldsmith

The American Management Association named Dr. Marshall Goldsmith as one of 50 great thinkers and leaders who have influenced the field of management over the past 80 years. Dr. Goldsmith is one of a select few advisors who have been asked to work with over 100 major CEOs and their management teams. He is co-founder of Marshall Goldsmith Partners, a network of top-level executive coaches. He served as a member of the Board of the Peter Drucker Foundation for ten years.
Dr. Marshall Goldsmith's 24 books include What Got You Here Won't Get You There - a New York Times best-seller, Wall Street Journal #1 business book and Harold Longman Award winner for Business Book of the Year. His recent book Succession: Are You Ready?- is the newest edition to the Harvard Business 'Memo to the CEO' series. Marshall's latest book is Mojo: How to Get It, How to Keep It, and How to Get It Back When You Lose It!
What prevents us from making the changes we know will make us more effective leaders? Great question. 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. 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. A year later, about 70% do some version of this recommended follow-up (as reported by their...
Marshall Goldsmith Effective Leadership skilss dvd
What prevents us from making the changes we know will make us more effective leaders? Great question. 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. 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. A year later, about 70% do some version of this recommended follow-up (as reported by...
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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. I have been working on becoming a better coach for the past year or so. I'm still not doing quite as well as I want, but I'm getting a lot better. My coworkers have been helping me improve. Also, I feel good about the fact that my scores on 'effectively responds to feedback' are so high this year.' While listening to Steve speak openly...
overstimating our performance
When achievement is the result of a team effort - not just individual performance - we tend to overestimate our contribution to the final victory. I once asked three business partners to estimate their individual contribution to the partnership's profits. Not surprisingly, the sum of their answers amounted to more than 150% of the actual profit! Each of the three partners thought she was contributing more than half. This overestimation of our past success is true in almost any workplace. If you ask your colleagues (in a confidential survey) to estimate their percentage contribution to your enterprise, the total will...
talent management and peak performers
Editor's Note:  This is a story about how to retain peak performers and how to become a peak performer. Retaining a peak performer: You've invested a lot in your top talent. You certainly don't want to see that investment go down the drain as they head over to the competition!  Here are some questions to unearth what's important to them and find out what you can offer to keep them in your organization.   What accommodations do you make for unforeseen family issues? What transfers or global assignments can they anticipate? People may not ask these questions directly, but your answers will determine if they...