Marshall Goldsmith is a million-selling author or editor of 35 books including New York Times and Wall Street Journal bestsellers. He has been recognized as one of the top ten Most-Influential Business Thinkers in the World and the top-ranked executive coach at the 2013 biennial Thinkers50 ceremony in London.
Enjoy watching his videos and reading his publications!
- The Success Delusion
- Try Feedforward Instead of Feedback
- Coaching for Behavioral Change
- Team Building Without Time Wasting
- Why Coaching Clients Give Up
- Expanding the Value of Coaching
- To Help Others Develop, Start With Yourself
- Leaders Make Values Visible
Any human, in fact, any animal will tend to repeat behavior that is followed by positive reinforcement. The more successful we become, the more positive reinforcement we get – and the more likely we are to experience the success delusion.
I behave this way. I am successful. Therefore, I must be successful because I behave this way.
Providing feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is in line with what their leaders expect. They need to learn what they have done well and what they need to change. Traditionally, this information has been communicated in the form of “downward feedback” from leaders to their employees. Just as employees need feedback from leaders, leaders can benefit from feedback from their employees.
My mission is to help successful leaders achieve positive, long-term, measurable change in behavior: for themselves, their people and their teams. When the steps in the coaching process described below are followed, leaders almost always experience positive behavioral change – not as judged by themselves, but as judged by pre-selected, key stakeholders.
As major organizations have to learn to deal with increasingly rapid change, teams are becoming more and more important. As the traditional, hierarchical school of leadership diminishes in significance, a new focus on networked team leadership is emerging to take its place. Leaders are finding themselves members of all kinds of teams, including virtual teams, autonomous teams, cross-functional teams, and action-learning teams.
This real life case study shows how an executive can expand a simple coaching assignment to benefit his team and the entire company. I hope the article also reinforces my observation that the most important factor in executive coaching is not the coach.