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Acting Like A Professional or Acting Like a Phony?
Talent Management Magazine, Marshall Goldsmith
Like great actors, inspirational leaders sometimes need to be consummate performers. When they need to motivate and inspire people, they do it.
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Bashing the Boss
Workforce Performance Solutions Magazine, Marshall Goldsmith
According to a recent survey by Badbossology.com and Development Dimensions International, a majority of employees spend 10 or more hours per month complaining or listening to others complain about bad bosses - and almost one-third spend 20 hours or more per month.
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Behave Yourself
Talent Management Magazine, Marshall Goldsmith
There's a reason I devote so much energy to addressing interpersonal challenges in successful businesspeople: The higher up they go, the more their problems are behavioral.
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The Best Advice I Ever Received
Workforce Performance Solutions Magazine, Marshall Goldsmith
I learned a great lesson from Case. Real leaders are not people who can point out what is wrong. Almost anyone can do that. Real leaders are people who can make things better.
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Blindsided!
Talent Management Magazine, Marshall Goldsmith
If we're lucky, every once in a while, something or someone comes along and unexpectedly opens our eyes to our faults and helps us strip away a delusion or two about ourselves. It doesn't happen often, and it can be tough to take initially. But when it does occur, we should consider ourselves lucky.
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Choosing Change
Talent Management, Marshall Goldsmith
In my last column, I talked about when people and organizations should consider a change (short answer: immediately). This month, I'd like to talk about how they can effect change.
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A Conversation About Talent
Talent Management Magazine, Marshall Goldsmith
The key to success in leading people is not the just the qualities of the leader; it’s also the people being led. One of the best executives I ever had the pleasure of working with had a sign on his desk that said, “Leadership is not about ME. It is about THEM!†This is why he is such a great leader.
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The Danger of Denial
Talent Management Magazine, Marshall Goldsmith
We all have an incredible ability to deny what we don't want to see coming - even though it may be obvious to everyone around us.
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The Dennis Mudd School of Quality
Talent Management Magazine, Marshall Goldsmith
As an executive coach, I have a unique compensation system - I only get paid if my clients get better.
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The Difference Between Great and Near Great
Talent Management Magazine, Marshall Goldsmith
The ability to make people feel like they’re the most important person in the room when you’re with them is the skill that separates the great from the near great. In my next column, I’ll write more about how you can achieve this state of focused listening.
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Don't Delegate More - Delegate More Effectively
Workforce Performance Solutions Magazine, Marshall Goldsmith
When C-level executives are asked what change they could make to become a more effective leader, one of the most common answers is, "I need to delegate more!"
My caution to these executives is always the same: Don't delegate more. Delegate more effectively.
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Excuses, Excuses
Talent Management Magazine, Marshall Goldsmith
If we can stop excusing ourselves, we can get better at almost anything we choose.
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Failure to Communicate
Talent Management Magazine, Marshall Goldsmith
As anyone who regularly checks this space knows, I am a big proponent of good communication in businesses. The quality of information flow within an organization often is a good indicator of the quality of the organization, period.
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Free Will and the Success Delusion
Talent Management Magazine, Marshall Goldsmith
When you take free will out of the equation and forces beyond your control are involved, natural law applies.
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Is Winning Everything?
Talent Management Magazine, Marshall Goldsmith
Is winning everything in business?
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It's Hard to Leave
Talent Management Magazine, Marshall Goldsmith
Life transitions are usually far more difficult than we imagine. It's easy to talk about letting go - it's just hard to do it.
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Letting Go
Talent Management Magazine, Marshall Goldsmith
When you consider how many hours of organizational time and productivity are lost in the endless retelling of our co-workers’ blunders or the internal stress we generate reliving real or imagined slights, you can appreciate the value of letting go of all of these negative feelings and focusing on the future.
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Mission Control: Putting Our Purpose Above Our Goals
Talent Management Magazine, Marshall Goldsmith
At the surface level, "purpose" and "goal" seem to be very similar. In fact, my thesaurus tells me they're synonyms.
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Natural Law as a Change Agent
Talent Management Magazine, Marshall Goldsmith
In my experience, people only change when what they truly value is threatened. It’s our nature. It’s the law.
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Partners, Not Employees
Talent Management Magazine, Marshall Goldsmith
Gone are the days when leaders could be - indeed, were expected to be - aloof and unapproachable, handing out orders from on high like some sort of demigod. Because of revolutionary transformations in the business world, though, the traditional relationships between employees and employers have changed.
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Questions That Make a Difference Every Day
Talent Management Magazine, Marshall Goldsmith
In the past several months, I have had more than 1,000 participants in my training programs write their own questions. The results are very revealing and sometimes even profound.
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The Right Thing to Change
Talent Management Magazine, Marshall Goldsmith
Identify the one thing that will effect the most substantive change.
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Sharing is Caring
Talent Management Magazine, Marshall Goldsmith
Withholding key data is extremely counterproductive - inhibiting or suppressing vital information for any reason eliminates value. So, why is this such a common problem?
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Stop in the Name of Leadership
Talent Management, Marshall Goldsmith
The recognition and reward systems in most enterprises are geared to give credit for doing something good. We rarely get credit for ceasing to do something bad. Yet, they are two different sides of the same coin.
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Stuck on Suck-Ups
Talent Management Magazine, Marshall Goldsmith
If we aren’t careful, we can wind up treating people at work like dogs: rewarding those who heap unthinking, unconditional admiration on us. And what do we get in return? A virulent case of the suck-ups.
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Talent Management Magazine Wins Award - Marshall Goldsmith's Column Receives an AZBEE
MediaTec Publishing, Staff Member
Marshall Goldsmith column wins a bronze National AZBEE Award.
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The Best Time to Change? Right Now!
Talent Management, Marshall Goldsmith
As talent professionals adapt to the changing business environment and prepare for a "new kind of employee," they're considering how to completely transform their strategies.
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Their Commitment Might Mean More Than Our Insight
Workforce Performance Solutions Magazine, Marshall Goldsmith
My friend, Dr. David Ulrich, is a highly respected thought leader, wonderful person and perhaps the world's top HR consultant. Dave once taught me that effective performance can be seen as a function of the quality of an idea times the employee's commitment to make it happen (EP = QI x C).
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Very Superstitious
Talent Management Magazine, Marshall Goldsmith
Success can make us superstitious in how we behave. Specifically, four beliefs - that we have the skills, the confidence, the motivation and the choice to succeed - lead us to this mindset.
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Vive la Difference
Talent Management Magazine, Marshall Goldsmith
By inspiring people and educating them in the values of celebrating diversity, building long-term value and reaching out to humanity, we can build a global community that is neither a nightmare nor a pipe dream.
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When I Get Better At
Workforce Performance Solutions Magazine, Marshall Goldsmith
Nathaniel Branden, Ph.D., a psychologist and author of about 20 books, has a wonderful exercise that helps answer the question, "Is this change really worth it?"
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Why Don't We Ask?
Talent Management Magazine, Marshall Goldsmith
Why is asking so important? In the Information Age, leaders must manage knowledge workers.
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