Comments for Marshall Goldsmith Blog https://marshallgoldsmithlibrary.com/blog Helping successful leaders get even better Wed, 15 Apr 2009 13:59:10 +0000 http://wordpress.org/?v=2.3.1 Comment on Looking Forward by kdemotte https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-97 kdemotte Mon, 19 Jan 2009 16:05:42 +0000 https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-97 It's been my experience since being introduced to Marshall in August of '08 at the National Speakers Association meeting in New York, that referencing the past (quoting dhember above "one must reference the past briefly (it is only fair to provide them with an example) and then move on and work on improving in the future") in any way, may be the encumbrance that delays action...since it tales the subject back to all his or her coded histories. It's my current interpretation that it is the SUBJECT that decides what he or she wants to work on, and for his or her reasons, not the coach. so the SUBJECT says I want to let go of...start...stop...improve....and they're reasons internally reference their own past. My pointing it out to them (and I did at first) took the exercise off track. Just my observation. It’s been my experience since being introduced to Marshall in August of ‘08 at the National Speakers Association meeting in New York, that referencing the past (quoting dhember above “one must reference the past briefly (it is only fair to provide them with an example) and then move on and work on improving in the future”) in any way, may be the encumbrance that delays action…since it tales the subject back to all his or her coded histories. It’s my current interpretation that it is the SUBJECT that decides what he or she wants to work on, and for his or her reasons, not the coach. so the SUBJECT says I want to let go of…start…stop…improve….and they’re reasons internally reference their own past. My pointing it out to them (and I did at first) took the exercise off track. Just my observation.

]]> Comment on Looking Forward by garzaak https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-92 garzaak Thu, 11 Dec 2008 04:10:11 +0000 https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-92 I think that "feedforward" is an exceptional idea. As Marshall Goldsmith states, the two biggest problems with giving successful people negative feedback is that "they don't want to hear it" and "we don't want to give it". This is one of the reasons that some organizations don't implement an official feedback system despite its potential value. Feedforward would give subordinates an opportunity to give advice to their superiors in a positive and constructive fashion. Feedforward is another one of Marshall's simple changes that can have an incredible impact. I think that “feedforward” is an exceptional idea. As Marshall Goldsmith states, the two biggest problems with giving successful people negative feedback is that “they don’t want to hear it” and “we don’t want to give it”. This is one of the reasons that some organizations don’t implement an official feedback system despite its potential value. Feedforward would give subordinates an opportunity to give advice to their superiors in a positive and constructive fashion. Feedforward is another one of Marshall’s simple changes that can have an incredible impact.

]]> Comment on Looking Forward by dhember https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-91 dhember Thu, 11 Dec 2008 03:27:27 +0000 https://marshallgoldsmithlibrary.com/blog/2008/12/03/looking-forward/#comment-91 I very much like the idea of "feedforward" rather than "feedback". I recall your (Mr. Goldsmith's) Ten Commandments of Feedback: 1. Let go of the past 2. Tell the truth 3. Be supportive and helpful -not cynical or negative 4. Focus on "improving" rather than "judging" Feedback or "feeding forward" is certainly always more effective if one does not dwell on the past and rather focuses on the present or future. However, it is important to cite specific instances (most likely in the past) in order to provide the recipient with examples of their behavior that needs correction. But, after citing these specific instances one should immediately "move on" and focus on the future. So, to sum up my argument, while I do believe it is far more constructive and effective to "forget" the past and focus on the future, I believe one must reference the past briefly (it is only fair to provide them with an example) and then move on and work on improving in the future. I believe this is the only way to effective lead and manage employees with feedback. I very much like the idea of “feedforward” rather than “feedback”. I recall your (Mr. Goldsmith’s) Ten Commandments of Feedback:
1. Let go of the past
2. Tell the truth
3. Be supportive and helpful -not cynical or negative
4. Focus on “improving” rather than “judging”

Feedback or “feeding forward” is certainly always more effective if one does not dwell on the past and rather focuses on the present or future. However, it is important to cite specific instances (most likely in the past) in order to provide the recipient with examples of their behavior that needs correction. But, after citing these specific instances one should immediately “move on” and focus on the future. So, to sum up my argument, while I do believe it is far more constructive and effective to “forget” the past and focus on the future, I believe one must reference the past briefly (it is only fair to provide them with an example) and then move on and work on improving in the future. I believe this is the only way to effective lead and manage employees with feedback.

]]> Comment on Finding a Great Coach by kalliaet https://marshallgoldsmithlibrary.com/blog/2008/10/20/finding-a-great-coach/#comment-88 kalliaet Thu, 20 Nov 2008 17:57:20 +0000 https://marshallgoldsmithlibrary.com/blog/2008/10/20/finding-a-great-coach/#comment-88 This blog on "finding a great coach" really hits close to home. In my HOD 2700 class we focus on how to improve our leadership skills, and one of the main ways we discussed was finding a "feedback buddy" to assess our progress throughout the semester. Without the constant reminder from a "coach" or "feedback buddy" it is difficult to stay on track to improving your leadership capablities. Essentially the idea of having someone constantly give you feedback, and knowing that you will be held accountable (the Hawthorne Effect), is an excellent way to actually make lasting improvements. This blog on “finding a great coach” really hits close to home. In my HOD 2700 class we focus on how to improve our leadership skills, and one of the main ways we discussed was finding a “feedback buddy” to assess our progress throughout the semester. Without the constant reminder from a “coach” or “feedback buddy” it is difficult to stay on track to improving your leadership capablities. Essentially the idea of having someone constantly give you feedback, and knowing that you will be held accountable (the Hawthorne Effect), is an excellent way to actually make lasting improvements.

]]> Comment on Seven Steps to Boost Leadership Self-Confidence by Marshall Goldsmith on Self Confidence « People at Work & Play https://marshallgoldsmithlibrary.com/blog/2008/11/11/seven-steps-to-boost-leadership-self-confidence/#comment-86 Marshall Goldsmith on Self Confidence « People at Work & Play Tue, 18 Nov 2008 14:14:27 +0000 https://marshallgoldsmithlibrary.com/blog/2008/11/11/seven-steps-to-boost-leadership-self-confidence/#comment-86 [...] I admire those who put across their ideas in simple yet effective terms. See this great example in Seven Steps To Boost Leadership Self-Confidence, Here, coaching guru, Marshall Goldsmith explains in simple terms what those lacking in [...] […] I admire those who put across their ideas in simple yet effective terms. See this great example in Seven Steps To Boost Leadership Self-Confidence, Here, coaching guru, Marshall Goldsmith explains in simple terms what those lacking in […]

]]> Comment on They’re Not You by heilmaem https://marshallgoldsmithlibrary.com/blog/2008/09/01/theyre-not-you/#comment-81 heilmaem Mon, 03 Nov 2008 06:35:58 +0000 https://marshallgoldsmithlibrary.com/blog/2008/09/01/theyre-not-you/#comment-81 This post is very interesting and the comment from Neal Horwitz is also a good point…I'm not sure with whom I agree more. I do; however, agree that Bob's flaw in treating others as if they were he is damaging to his team’s morale and collaboration. By ignoring obvious opportunities to speak with tact and to listen to his colleagues, he created an atmosphere of fear and tension that is unhealthy to organizations. This specific post reminded me of an article that I read entitled “Many employees don't trust their boss” (http://machinedesign.com/ContentItem/70201/Manyemployeesdonttrusttheirboss.aspx) as it described the corporate environment in which employees disagree and are dissatisfied with their leadership. In the conclusion of this study the article identified five aspects of trust that were the best predictors of employee loyalty which are the following: 1. When sharing a work-related problem, their direct boss responds constructively. 2. The direct boss makes smart decisions. 3. The direct boss is honest and truthful. 4. The direct boss helps employees grow and develop professionally. 5. Employees receive consistent direction from their direct boss. According to these predictors, Bob has accurately changed his leadership style to adapt to the elements listed in number 1 and 5. Before his consulting work, a employee would share a work-related problem and Bob would respond with the devil’s advocate response or a debate style answer. He was not answering his subordinates correctly and because of this, he was hurting the path of communication in the organization. I am glad that now Bob has learned to offer constructive feedback and control his inclination to debate everything that is presented by his employees. This post is very interesting and the comment from Neal Horwitz is also a good point…I’m not sure with whom I agree more. I do; however, agree that Bob’s flaw in treating others as if they were he is damaging to his team’s morale and collaboration. By ignoring obvious opportunities to speak with tact and to listen to his colleagues, he created an atmosphere of fear and tension that is unhealthy to organizations.
This specific post reminded me of an article that I read entitled “Many employees don’t trust their boss” (http://machinedesign.com/ContentItem/70201/Manyemployeesdonttrusttheirboss.aspx) as it described the corporate environment in which employees disagree and are dissatisfied with their leadership. In the conclusion of this study the article identified five aspects of trust that were the best predictors of employee loyalty which are the following:
1. When sharing a work-related problem, their direct boss responds constructively.
2. The direct boss makes smart decisions.
3. The direct boss is honest and truthful.
4. The direct boss helps employees grow and develop professionally.
5. Employees receive consistent direction from their direct boss.

According to these predictors, Bob has accurately changed his leadership style to adapt to the elements listed in number 1 and 5. Before his consulting work, a employee would share a work-related problem and Bob would respond with the devil’s advocate response or a debate style answer. He was not answering his subordinates correctly and because of this, he was hurting the path of communication in the organization. I am glad that now Bob has learned to offer constructive feedback and control his inclination to debate everything that is presented by his employees.

]]> Comment on Why Don’t We Ask by heilmaem https://marshallgoldsmithlibrary.com/blog/2008/08/18/why-dont-we-ask/#comment-80 heilmaem Mon, 03 Nov 2008 04:38:15 +0000 https://marshallgoldsmithlibrary.com/blog/2008/08/18/why-dont-we-ask/#comment-80 This is a very insightful post that addresses not only working life, but personal life too. It reminds me of a quote that I just saw that read: "Feedback is the breakfast of champions" from Ken Blanchard Furthermore, this post relates to a concept that my Human and Organizational Development Class has been emphasizing of 360 degree reviews and receiving feedback. I have learned how important it is for good leaders to receive feedback from their family, friends, employees, peers, and managers so that they have a comprehensive understanding of their performance and character. With this material, leaders and team members are able to view constructive feedback on their behavior and are able to formulate a personal development plan for change. I really enjoyed reading this post because it explained the importance of receiving this feedback so well. Thanks!! Elizabeth This is a very insightful post that addresses not only working life, but personal life too. It reminds me of a quote that I just saw that read:
“Feedback is the breakfast of champions” from Ken Blanchard
Furthermore, this post relates to a concept that my Human and Organizational Development Class has been emphasizing of 360 degree reviews and receiving feedback. I have learned how important it is for good leaders to receive feedback from their family, friends, employees, peers, and managers so that they have a comprehensive understanding of their performance and character. With this material, leaders and team members are able to view constructive feedback on their behavior and are able to formulate a personal development plan for change. I really enjoyed reading this post because it explained the importance of receiving this feedback so well.

Thanks!!

Elizabeth

]]> Comment on Understanding and Follow up by dporter1 https://marshallgoldsmithlibrary.com/blog/2008/10/26/understanding-and-follow-up/#comment-78 dporter1 Sat, 01 Nov 2008 12:37:31 +0000 https://marshallgoldsmithlibrary.com/blog/2008/10/26/understanding-and-follow-up/#comment-78 Great post. Two comments: First, just about the time we are getting sick of our message people are beginning to hear it. Second, communication goes through several phases: awareness, understanding, acceptance, engagement, commitment. Many leaders, especially C-level, expect their people to go from awareness to commitment in one step, often mistaking lack of understanding and acceptance for resistance. Follow-up is necessary but not sufficient for engaging the hearts and minds of our people. Great post. Two comments: First, just about the time we are getting sick of our message people are beginning to hear it. Second, communication goes through several phases: awareness, understanding, acceptance, engagement, commitment. Many leaders, especially C-level, expect their people to go from awareness to commitment in one step, often mistaking lack of understanding and acceptance for resistance. Follow-up is necessary but not sufficient for engaging the hearts and minds of our people.

]]> Comment on Understanding and Follow up by Neal Horwitz https://marshallgoldsmithlibrary.com/blog/2008/10/26/understanding-and-follow-up/#comment-77 Neal Horwitz Tue, 28 Oct 2008 14:19:06 +0000 https://marshallgoldsmithlibrary.com/blog/2008/10/26/understanding-and-follow-up/#comment-77 The Dr. analogy is an interesting one. In Jerome Groopman's book, "How Doctors Think", much can be gleaned on both leadership and the role of those who follow the leader's wishes. Groopman's premise throughout the book is to arm the patient with enough confidence to be able to ask the right questions, rather than having a doctor make a prognosis after 1-2 minutes on what may be a life decision. Hence, the importance for the team to be able to ask the right questions of the CEO when such a memo is distributed, and not wait for the CEO only to follow up. The efficacy of good leadership is also fostering an environment where some people will be comfortable asking for more detail. Many CEO's, like doctors, suffer from overarching hubris, snap decisions, and poor bedside manners-nothing new about that.. But a good doctor/CEO knows how to ask many questions before making an impactful decision Want to find a good practitioner? Not hard. Jut look for the ones that give much more than a minute, do more of the listening, and ask a litany of questions..That's good business and good health.. The Dr. analogy is an interesting one. In Jerome Groopman’s book, “How Doctors Think”, much can be gleaned on both leadership and the role of those who follow the leader’s wishes.
Groopman’s premise throughout the book is to arm the patient with enough confidence to be able to ask the right questions, rather than having a doctor make a prognosis after 1-2 minutes on what may be a life decision.
Hence, the importance for the team to be able to ask the right questions of the CEO when such a memo is distributed, and not wait for the CEO only to follow up. The efficacy of good leadership is also fostering an environment where some people will be comfortable asking for more detail.
Many CEO’s, like doctors, suffer from overarching hubris, snap decisions, and poor bedside manners-nothing new about that..
But a good doctor/CEO knows how to ask many questions before making an impactful decision
Want to find a good practitioner? Not hard. Jut look for the ones that give much more than a minute, do more of the listening, and ask a litany of questions..That’s good business and good health..

]]> Comment on Why We Don’t Do What We Say by Bookmarks about Examples https://marshallgoldsmithlibrary.com/blog/2008/05/20/why-we-dont-do-what-we-say/#comment-74 Bookmarks about Examples Sun, 26 Oct 2008 00:30:15 +0000 https://marshallgoldsmithlibrary.com/blog/2008/05/20/why-we-dont-do-what-we-say/#comment-74 [...] - bookmarked by 4 members originally found by TIAXXCOM on 2008-10-04 Why We Don’t Do What We Say https://marshallgoldsmithlibrary.com/blog/2008/05/20/why-we-dont-do-what-we-say/ - bookmarked [...] […] - bookmarked by 4 members originally found by TIAXXCOM on 2008-10-04 Why We Don’t Do What We Say https://marshallgoldsmithlibrary.com/blog/2008/05/20/why-we-dont-do-what-we-say/ - bookmarked […]

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