Posts by Marshall Goldsmith Coaching

How to Successfully Leave Your Job

Transitions such as quitting one job for another opportunity or retiring from your current career are usually far harder than we imagine. It’s easy to talk about letting go, but when the time comes, it’s hard to do. The emotional aspect of departing is difficult to fathom, but at a recent meeting I attended, a…

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Make Me Better, Please!

Wouldn’t it be great if we could command someone to make us better at those things about ourselves that we really want to change? It would be easier if someone else did the work and the result was our being happier and more engaged. Unfortunately, this isn’t possible, as you probably already know. We have…

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Don’t Come to Me with a Problem!

Most of us have difficulty articulating our struggles in a public forum, especially in the presence of our boss and peers. This probably stems from history we may have with bosses who said things like: “Don’t come to me with a problem, come to me with a solution!” When you think about it this creates…

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People Skills

The reason I devote so much energy to identifying interpersonal challenges in successful people is because the higher you go, the more your problems are behavioral. At the higher levels, all the leading players are technically skilled, smart, and up-to-date on the technical aspects of their job. You don’t get to be the CFO without…

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The Six-Question Process

The Six-Question process for coaching is an approach that I have seen work consistently well with senior executives. This process has produced measurable change in effectiveness (as evaluated by direct reports) with five CEOs that I have personally coached. In my work with senior leaders, I have found that one of the most common complaints…

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Adding Too Much Value 2

  It’s difficult for leaders to listen to others disclose information without communicating either that they already knew about it or that they know a better way. The problem is, while they may have improved the idea by 5%, they’ve reduced the employee’s commitment to executing it by 50%, because they’ve taken away that person’s…

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Adding Too Much Value

  It’s difficult for leaders to listen to others disclose information without communicating either that they already knew about it or that they know a better way. The problem is, while they may have improved the idea by 5%, they’ve reduced the employee’s commitment to executing it by 50%, because they’ve taken away that person’s…

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Change for the Better

Most of any leader’s annoying habits and interpersonal flaws are rooted in information compulsion. Sharing and withholding are two sides of the same tarnished coin. For example, when you insist on adding more value, passing judgment, making destructive comments, announcing that you already know, or explaining why something won’t work, you are compulsively sharing information–…

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