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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.

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).
A TRANSFORMATIONAL EXPERIENCE FOR PRACTITIONERS RESPONSIBLE FOR LEADING CHANGE -- Consulting and Coaching for Change brings new ideas, promotes thought-provoking discussion and enriches participants' perspectives. As a key actor for change you will grow through action learning, intensive tutored study and the depth and breadth of outlook of a top international faculty combining to provide an experience unlike any other.
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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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.
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.
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.
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.
Eye on Multimedia: Mapping Our World
Balancing the immediate desire for personalization with a need to understand more than our immediate environment might ultimately offer the deeper reward.
by Melanie Rodier
Mark Bertolini’s Preventive Disruption
For Aetna’s CEO, the lauded move to raise employee wages is just part of a broader strategy to adapt to changes in healthcare.
by Jon R. Katzenbach, Gretchen Anderson, and Art Kleiner
The Trouble with Putting Goals Ahead of Strategy
Winning strategies start with a big idea.
by Ken Favaro


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