Marshall Goldsmith
Leadership Coach
Friday, August 8, 2008
11:00 AM
Leadership coach and author Marshall Goldsmith was online Friday, Aug. 8 at 11 a.m. ET to answer questions about effective business leadership strategies.
Goldsmith, who is an acknowledged expert in the industry and founder of his own coaching firm, helped pioneer the 360 degree feedback approach that helps clients achieve positive changes in their own behavior and in the behavior of their team.
A transcript follows.
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New York, N.Y.: This may be more of a management question than a leadership question -- but I was wondering if you had to change the advice you give when discussing those of us charged with managing the "Me" generation of recent grads who are used to being coddled and only have the desire to do what they want to do for themselves, rather than take on responsibilities for the good of the group.
And if you don't mind taking this question one step further -- what kinds of shifts in advice have had to come among the other generations as well (Gen. X, Baby Boomers, etc. )
Marshall Goldsmith: I think that it can be challenging, yet refreshing to manage people who are honest about having self-interest. This is supposed to be a capitalist country. The essence of capitalism is self-interest. Why shouldn't this group focus on their own self-interest? They have no belief that corporations will 'take care' of them. The key to building teamwork with this group is to focus on building positive, adult, 'win-win' relationships. So both parties see the benefit.
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Washington, D.C.: Which political leaders (either current or retired) do you think possess the skills necessary to truly be an effective leader? which politicians (to put it nicely) may need your services?
Marshall Goldsmith: Different leaders have different skills. None are 'perfect'. For example, President Cliton has fantastic social skills and a wonderful ability to interact 'one on one' with people - at all levels of life.
On the other side, I don't know Donald Rumsfeld, but the people that I do know who have interacted with him say that he has almost every 'annoying habit' that is in my book _What Got You Here Won't Get You There_.
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Bethesda, Md.: I've only recently started being placed in leadership roles at my company. In fact, I'm still very much of a middle -- manager. So what skills do you recommend I focus on most to be successful as a middle manager yet show to my bosses that I can grow quickly and continue to rise at my organization?
Marshall Goldsmith: One of the most important skills that you can have as a middle manager is the ability to influence without authority. Please send me at email - Marshall@MarshallGoldsmith.com - note 'influence without line authority' and I will send you a complete article on this topic.
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New York, N.Y.: What is the number one way a business leader can improve their skill as a leader?
Marshall Goldsmith: An leader can improve. Get into the habit of asking the question, "How can I be a better...(manager, team member, supplier, etc.)" Listen to people responses. Learn from them. Follow-up to ensure positive, long-term change and development. Please send me an email and ask for 'Leadership is a Contact Sport'.
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Paris, France: In France, the notion of "business leadership" is not so popular. Do you think different countries have different ideas of leadership, or is there some standard?
Marshall Goldsmith: I work around the world. While cultures vary greatly, there are some common themes that leaders can use in their own development. For example, Johnson & Johnson did a cross-cultural study that showed leaders who ask for feedback, listen to co-workers and follow-up on improvement plans - become more effective. This was true in all countries. If you would like to learn more send me an email - Marshall@MarshallGoldsmith.com - and I will send you an article "Leadership Is a Contact Sport" that involves over 86,000 respondents.
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Marshall Goldsmith: Dear Friends,
Thanks for joining me on this chat.
I give away all of my articles, columns, videos, etc. In some cases I will reference my website www.MarshallGoldsmithLibrary.com where you can get more detail. You can also send me an emai at Marshall@MarshallGoldsmith.com.
My unique area of expertise is 'helping successful leaders achieve positive, lasting change in behavior: for themselves, their people and their teams.
I hope that I can be of some help to you!
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San Francisco, Calif.: My son is still in high school and my husband and I have been debating encouraging him to take up a summer internship next summer. My husband thinks I'm crazy and wants him to "just be a kid." When is an appropriate time to start encouraging a child to pursue internships?
Marshall Goldsmith: In this case, I have to side with you. The world that you son is growing up in is far different than the world your husband grew up in. It is tough out there! Your son is going to have to face global competition that is far different than the competition we faced. I am going to India in a couple of week. Take my word for it - there are hundreds of thousands of very smart - very hungry young people (who speak fluent English) that you son is going to be competing wiht. Very few of them have much interest in 'just being a kid'.
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Evanston, Ill.: Let's be honest, is work ever really fun for an employee that works in retail?
Marshall Goldsmith: Yes! I know people who work in retail and love it! I also know people who hate it! A lot of the way we approach work is a function of what is going on inside ourselves - not what is going on in the world. I have a suggestion (and this is something that I do every day for myself) - evaluate yourself on a 1-10 scale (10 is high) on one question "How happy was I today?" If you get a low score consistently, something is wrong. Either change your attitude or change you work. If you cannot change you work in the short-term, do what ever you can to change it in the long-term.
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Washington, D.C.: Given the current economic climate, when many businesses and industries are tightening their belts, do you have any advice about how to inspire workers who may have more work being thrown their way to continue doing well, and to know they're appreciated?
Marshall Goldsmith: One of the most important factors in employee morale, is the person's immediate manager. No matter what happens in the company - a great manager can make a huge difference in employee motivation. As a leader you can always recognize people, treat them with respect, show appreciation and let them know how much YOU care.
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New York, N.Y.: Who are examples of the recent great corporate leaders and why were they great? Who are examples of poor corporate leaders and, again, why were they poor?
Marshall Goldsmith: There is a wonderful book called the 'Halo Effect' which talks about the fallacy of judging corporate leaders by short-term results - and make false correlations between their activities and the company results.
One of the greatest leaders I have ever met is Frances Hesselbein, the former CEO of the Girl Scouts of America. Peter Drucker said that Frances was the best executive in the world! What did she do right? Many things! Some included 'caring more about her mission than herself', 'involving everyone around her in the success of the organization' and 'caring about her staff and her customers (in this case little girls).
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Rockville, Md.: Don't good leaders need good followers? Or is it the leader's job to motivate the followers to do their job right? I think both groups have work to do.
Marshall Goldsmith: I agree with you! Send me an email and I will send you an article called 'It's not about the Coach'. This is the story of a coaching client of mine. He improved more than anyone I ever coached - and I spent the least amoutn of time with him! He was also great to start with! I asked him, "What can I learn from you?" He replied, "The key to success in coaching is not the coach, it is the person being coached." "The key to success in leadership is not the leader - it is the people he or she gets to lead." Every day he looked at a sign on this 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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Austin, Tex.: I'm older than many of my colleagues, have different backgrounds, and am often argumentative on issues that are viewed diametrically at odds. For example: when I talk on the telephone in shared office space, ask politely for others to lower their voices, get no response, then I loudly utter a "ssshhh," anger was their reaction. I was angry. They were angry? No last names are used when introduced or on the telephone by younger office workers. It does no good to correct this as one is treated like a parent, not one who knows. -- Anonymous in Austin
Marshall Goldsmith: My advice to you is simple. Win the battles that are worth winning. If you are surrounded by people who are annoyed with your behavior, ask yourself "Is it worth it?" before having to prove to them that they are wrong. If - at the end of the day - you just cant' stand being with them - start looking for another job.
If you are these people's boss, you can enforce some rules. If you are not their manager, you can only influence through persuasion. 'Make peace' with what you cannot change.
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Philadelphia: How would you motivate the employees of a company that has undergone very public scandals, with its leadership under indictment, and public confidence in their work at its lowest point ever?
Marshall Goldsmith: Great Question! I would not focus on the COMPANY - since that is going to take you nowhere. I would focus on the individuals, their jobs, their customers - and the positive difference that they can make in the world!
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Toledo, Ohio: Are CEOs getting paid too much today? And if you think no, what justifies earning sometimes 50x what their employees do?
Marshall Goldsmith: This has been an evolving process. Several years ago 'dot.com' entrepreneurs started making more than corporate CEOs, then came Venture Capitalists, Investment Bankers and Fund Managers. CEOs are competitive! They wanted to keep up.
One suggestion that is have for big companies is, "Develop your leaders from within." These people know the company more and - when they get promoted into executive positions - will cost a lot less.
If companies have to hire a 'celebrity CEO' from the outside - they are going to have to pay a fortune!
My suggestion for you. Worry about what you want to impact in life. If you want to 'tackle' the issue of CEO pay in a serious way - go for it. If it is just another 'annoyance' that bugs you - worry about something that you can change.
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San Diego, Calif.: In your book you talk about "listening and saying thank you" for input and suggestions. If you do that, will they think you are going to automatically make all those changes?
Marshall Goldsmith: Excellent question! In my work I always suggest that leaders ask for input, listen and thank the people giving the input. I would also suggest that leaders add, "I cannot promise to do everything that you suggest. I can promise to listen to your ideas, think about them and do what I can. I can not promise to always succeed. I won't! I can promise to try."
This is all that the people who work with us expect anyway.
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Kokomo, IN: Can the leadership behaviors you suggest be used effectively to improve family as well as business relationships? If so, which ones would you start with?
Marshall Goldsmith: Hello from Kokomo! My wife is from there! It is a small world!
The leadership behaviors that I discuss with my coaching clients definitely apply at home as well as at work! One suggestion, get into the habit of asking, "How can I be a better...(partner, spouse, son, parent) to all of the people at home.
Ultimately, the people at home are more important than the people at work. Listen to them - and try to get better!
I have written several articles about this topic.
Please send me an email and I will send a couple to you.
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Houston, Tex.: Hi Marshall. I wonder, you seem so upbeat and positive, and you help others to be. Is this innate to you, or have you worked on it? Can people fundamentally change their outlook, or is it really about just managing how you appear to others?
Marshall Goldsmith: Great question!
I am a Buddhist. Not a 'religious Buddhist - a 'philosophical Buddhist.
My basic philosphy of life is 'be happy now'! Not next week, next month or next year.
In 1984 I went to Africa with the American Red Cross famine relief campaign - and watched hundreds of people starve to death. I made a commitment before I came home. 'Don't complain because the airplane is late!'
I fly every week. Every week I remember this commitment.
This week I spent one night - on the floor - in Chicago's Midway Airport. I started to get 'grumpy' - then remembered all of those poor people.
Most of the world would be more than happy to have the 'problems' of any of the humans that are participating in this web chat.
I hope that this helps.
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New York, N.Y.: Thanks for taking questions! I have to admit -- I'm at work right now...which leads me to my question -- are employees spending too much time online? Is it okay for managers to limit employees' time online? How can I know if my employees are on facebook and not working on their jobs?
Marshall Goldsmith: Employees are spending way too much time online. In the companies that I know have studied this, the results aren't pretty!
For now concerns about 'privacy' are being placed ahead of concerns about 'wasting company time'.
I am afraid that this may change in the future.
One question that my peer coach asks me is, "How many minutes did you waste tody on the internet?"
I love the internet and it can be used for great good.
It can also be a 'black hole' for wasting time!
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New Haven, Conn.: How do you deal with former employees who continue to bad mouth their company despite a non-disclosure, without escalating it unnecessarily?
Marshall Goldsmith: Greetings from New Haven! My daughter, Kelly, goes to Yale. The answer depends upon your relationship with the employees. If you are their manager, you can impose consequences. If you are not their manager, you can talk with them (if you think that this will help).
If they don't listen, do a cost-benefit analysis. Is this a battle that you want to fight? If so, go for it. If not, live with it.
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New York, N.Y.: Why aren't more companies going green? Its all the rage, but no one is truly doing anything about it. Also, who is the most innovative CEO you have worked with?
Marshall Goldsmith: I don't agree that NO companies are doing anything about this. One friend of mine is Mark Tercek. Mark was one of the top execs at Goldman Sachs - and consistently worked to ensure that GS made a positive difference for the environment. Today he is the new head of the Nature Conservancy - and is doing his best to help the world.
Can companie do much more - definitely!
Are they taking this more seriously than they did in the past? I think so.
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Marshall Goldsmith: Thanks to all participants for great questions! I hope that my answers were helpful for you!
If I had to indentify one 'theme' in the questions, it was 'How do I influence people without direct line authority?'
Please email Marshall@MarshallGoldsmith.com and I will send you an article about this topic.
I will also send a link to the Post.
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washingtonpost.com: Here's a link to Marshall's article, 'It's Not About the Coach'(Fast Company, October 2004)
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