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strategy+business
Ideas That Work: Leading with Marshall Goldsmith
July 9, 2015
Leadership Is a Contact Sport: The “Follow-up Factor” in Management Development. This influential 2004 article by Marshall Goldsmith and Howard Morgan still holds true: Leadership development simply doesn’t work without follow-through. Chances are, you already know how to be a good leader but you’re not living up to that potential. If you want to do better, ask the people around you how you’re doing and how you can improve, then ask them again.
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Oct. 26–30, 2015
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Marshall Goldsmith’s Required Reading. The world’s most success-oriented management coach (and we mean that in the nicest possible way) identifies four books that shaped his thinking and practice. These are landmark works on life as a leader (Frances Hesselbein), high-level business practices (Kouzes and Posner), analyzing the workplace (Hersey, Blanchard, and Johnson), and mindfulness (Thich Nhat Hanh).
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The Favoritism Test. The personal qualities that help you climb to the highest echelons won’t help you much when you arrive. For example, you now have to learn to deal with suck-ups and sycophants. So says Goldsmith. Read this and you’ll see why he (and you) can do no wrong. Until you do.
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FEATURE
by Art Kleiner
The quality that distinguishes Goldsmith’s point of view as a leadership writer and executive coach is his relentless but joyful discipline. In this review of his book Triggers (coauthored with Mark Reiter), s+b’s editor-in-chief looks closely at Goldsmith’s remarkable daily practice. He talks to a friend in depth about what he did that day to further his goals, and how he measured up. Could this level of rigor be necessary to operate as an effective leader today? If so, very few of us will rise to that challenge, but the effort may be worth it.
WATCH
Six Questions to Increase Employee Engagement
In this s+b exclusive video interview, Goldsmith — who is always skeptical of catchphrases like employee engagement — talks about the qualities necessary to galvanize individuals’ commitment at work. Gleaned in part from work at American Airlines, the insights are not what you’d expect.
LISTEN
Marshall Goldsmith on Finding Meaning at Work
In a conversation with s+b editor-in-chief Art Kleiner, the executive coach says you can become a better leader by asking yourself some tough questions — and then following through.
IN A NUTSHELL
Marshall Goldsmith and Howard Morgan’s research project tracked 10,000 people who took leadership development courses, after they went home, to see how much they improved. “The overarching conclusion distilled from the surveys in all the programs,” they conclude, “was that personal contact mattered — and mattered greatly.” These charts show the dramatic difference in results.
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