If the organization can teach the leader to reach out to co-workers, to listen and learn, and to focus on continuous development, both the leader and the organization will benefit. After all, by following up with colleagues, a leader demonstrates a commitment to self-improvement — and a determination to get better. This process does not have to take a lot of time or money. There’s something far more valuable: contact.
Reprint No. 04307
Marshall Goldsmith (email@example.com) is a founder of Marshall Goldsmith Partners, a leadership coaching network. He has worked with more than 70 major CEOs and their management teams and is the author or coauthor of 18 books on leadership and coaching. His most recent book is Global Leadership: The Next Generation (Financial Times Prentice Hall, 2003).
Howard Morgan (firstname.lastname@example.org) is the founder of 50 Top Coaches, a collective of many of the world’s leading executive advisors. He specializes in executive coaching as a strategic change-management tool. He is co-editor of the forthcoming book The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets (John Wiley & Sons, December 2004).