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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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The Born Identity
Talent Management, Marshall Goldsmith
Many of us treat our identity as a fixed, immutable object that cannot be altered.
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The Brain Pill
Talent Management, Alicia Bassuk and Marshall Goldsmith
Would you rather be smart or effective?
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Can You Let Go?
Talent Management, Marshall Goldsmith
Acceptance liberates us from toxic emotions. When we cannot accept a situation for what it is and refuse to forgive people for causing that situation, we ultimately hurt ourselves.
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Choosing a Successor
Talent Management, Marshall Goldsmith
Carefully developing a successor from inside the company can dramatically increase the probability of a positive transition and a successful future.
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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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The Coaching Process
Talent Management, Marshall Goldsmith
Hiring an executive coach can be a useful part of the succession process.
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Confusing Your Mode
Talent Management, Marshall Goldsmith
Successful people operate in two modes: professional and relaxed. But a leader needs to be a consistent role model and assume people are always paying attention.
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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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Definitions of Achievement
Talent Management, Marshall Goldsmith
Think of your own definition of achievement. What matters to you? What matters to the world?
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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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Do What You Love, Love What You Do
Talent Management, Marshall Goldsmith
Successful people don't always love what they do, and that's unfortunate.
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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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Four Ingredients to Build Great Mojo
Talent Management, Marshall Goldsmith
Without a firm handle on our identity, we may never understand why we gain — or lose — our mojo.
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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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Get Real Offers
Talent Management, Marshall Goldsmith
If you’re facing a transition and are getting stuck in a mental debate among competing potential career options, focus your energy on getting real offers.
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The Happiness Paradox
Talent Management, Marshall Goldsmith
Our default response in life is not to experience happiness.
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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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Letting Go
Talent Management, Marshall Goldsmith
Negative feelings not only break your concentration, they lead to pointless conflicts in the workplace.
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Measuring Your Mojo
Talent Management, Marshall Goldsmith
Sometimes we have to work to make sure our positive emotions are communicated.
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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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Mojo in Disguise
Talent Management, Marshall Goldsmith
Truly successful people spend a large part of their lives engaging in activities that simultaneously provide meaning and happiness.
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Mojo Rising
Talent Management, Marshall Goldsmith
Mojo is about achieving two goals: loving what you do and showing it.
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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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The Not-so-Lame Duck
Talent Management, Marshall Goldsmith
Retiring executives shouldn't worry about finishing on a good note. They should be more focused on putting their successor in a position where he or she will succeed.
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On a Scale of 1 to 10
Talent Management, Marshall Goldsmith
You determine your own mojo score.
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The Overcommitment Trap
Talent Management, Marshall Goldsmith
A busy person is well-organized and not inclined to waste time or get distracted. But there’s a line between taking on a lot of work and too much.
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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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Passing the Baton
Talent Management, Marshall Goldsmith
In this race, you as the baton carrier will need to balance two priorities that often conflict with each other.
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Qualifying the Next Successor: Part 1
Talent Management, Marshall Goldsmith
How do you determine if coaching will be useful in the development of a successor?
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Qualifying the Next Successor: Part 2
Talent Management, Marshall Goldsmith
A candidate's reputation with key stakeholders, including board members, peers and key customers can be critical to effective succession.
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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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Releasing Status, Power and Relationships
Talent Management, Marshall Goldsmith
Senior-level executives such as the chief talent officer or equivalent learn to live with amazing amounts of status.
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Reputation Repair
Talent Management, Marshall Goldsmith
As a manager, you have to be consistent in how you present yourself. If you find the way you're seen in your organization to be lacking, a regular pattern of corrective behaviors can fix it.
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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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The Right Thing to Change
Talent Management, 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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Stopping May Not Be an Option
Talent Management, Marshall Goldsmith
Unless you are about to die or you are infirm, when you make a career transition, your drive is not going to just go away.
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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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The Sunk Costs Fallacy
Talent Management, Marshall Goldsmith
We often persist because we cannot admit error.
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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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Talent Management Magazine Wins Award - Marshall Goldsmith's Column Receives an AZBEE
Talent Management, Staff Member
Talent Management magazine has been awarded a bronze National AZBEE Award in the category of Regular Contributed Column (under 80,000 circulation). The award was presented at the annual meeting of the American Society of Business Publication Editors held in Kansas City, Mo.
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That Negative Spirit Called 'Nojo'
Talent Management, Marshall Goldsmith
We all know people who are bored and frustrated in their jobs, confused about the dark tunnel their career has fallen into and not shy about sharing their bitterness with the rest of the world.
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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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Too Much Information
Talent Management, Marshall Goldsmith
When sharing or withholding information or emotion, we have to ask whether it's appropriate and to what extent it should be shared.
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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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Vive la Difference
Talent Management, Marshall Goldsmith
Communication, trade and culture have become more global and, in all likelihood, they'll continue to move in that direction. Amid this change, opportunities for learning will be greater than ever.
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What Is Your Reputation?
Talent Management, Marshall Goldsmith
I want to be known as the guy who is actually effective at helping people change.
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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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