20Nov/140

2 Life-Changing Lessons No One Ever Taught You by Marshall Goldsmith

Posted by WABC

Marshall Goldsmith

Lesson #1: It’s easier to see our problems (let’s call them behavioral challenges) in others than to see them in ourselves. For instance, often when I become self-righteous or angry about some perceived injustice, I realize that the deeper issue is often not with “it”, but in me.

Lesson #2: Although we may deny our behavioral challenges to ourselves, they may be very obvious to the people who observe us. There is often a great discrepancy between the self we think we are and the self the rest of the world sees in us. If we can listen and think about what others see in us, we can compare the self we want to be with the self that we are presenting. Then and only then can we begin to make the real changes that we need to make to align our stated values with our actual behavior.

Let me give you a personal example:

As a Ph.D. student at UCLA in the 70s, I had a self-image of being ‘hip.’ I believed I was involved in discovering deeper human understanding, self-actualization, and profound wisdom. One of my teachers, Dr. Bob Tannenbaum, had invented ‘sensitivity training’, published a popular article in the Harvard Business Review, and was a full professor. I was impressed!

In Bob’s class, we could discuss anything we wanted. So, for three weeks, I did a monologue about how ‘screwed up’ people in Los Angeles were. “They wear sequined blue jeans; they drive gold Rolls Royces; they are plastic and materialistic; all they care about is impressing others; they don’t understand what is important in life.” I ranted. (I’m not sure how growing up in a small town Kentucky had made an expert on LA people, but evidently it had.)

After listening to me babble for three weeks, Bob looked at me quizzically and asked, “Who are you talking to?”

“I’m speaking to the group,” I said.

“Who in the group are you talking to?”

“I’m talking to everybody,” I said, not knowing the treacherous path of self-discovery down which I was being led!

“When you speak, you look at only one person and address your comments toward only one person. You seem interested in the opinion of only one person. Who is that person?”

“That is interesting,’” I replied. After careful consideration, I asked, “You?”

“That’s right, me. There are 12 other people in this room. Why aren’t you interested in any of them?” he asked.

At this point, I decided that digging my hole deeper was better than admitting defeat, so I said, “Well, Dr. Tannenbaum, you understand the significance of what I am saying. You know how ‘screwed-up’ it is to try to run around and impress people all the time. You have a deeper understanding of what is really important in life.”

“Marshall, is there any chance that for the last three weeks all you’ve tried to do is impress me?” Bob asked.

I was amazed at Bob’s lack of insight! “Not at all!” I declared. “You haven’t understood one thing I’ve said! I’ve told you how screwed up it is to try to impress other people. You’ve missed my point, and I’m disappointed in your lack of understanding!”

He scratched his beard and concluded, “No. I think I understand.” I looked at the group and could see them nod and agree.

For six months, I disliked Dr. Tannenbaum. I devoted a lot of energy into trying to understand why he was so confused. Then one day, it clicked! The person with the issue about impressing other people was me. I was the one who had been trying to impress Dr. Tannenbaum. That day, I looked in the mirror and said, “Dr. Tannenbaum was right.”

So, let me ask you: Can you see in yourself what others see in you, or do you see in others what you don’t see in yourself? What are you going to do about it?

Watch the video here: http://www.youtube.com/watch?v=0LBoiTu-C-U

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12Nov/140

It’s Showtime! One Key to Continual Motivation by Marshall Goldsmith

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View the video here : Marshall Goldsmith: It's Showtime! index

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9Jan/140

Coaching Great Leaders: Find Your Mojo and Find Success!

Posted by Marshall Goldsmith

By Marshall Goldsmith

In my work, the most frequent question I hear is: What is the one quality that differentiates truly successful people from everyone else? My answer is always the same: Successful people spend a large part of their lives engaging in activities that simultaneously provide meaning and happiness. In other words, truly successful people have Mojo. Because the only person who can define meaning and happiness for you is you, I've recently written a book to help people to define and achieve Mojo.

Mojo is that moment when we do something powerful, purposeful, and positiveand the rest of the world recognizes it. To me, Mojo is about achieving two simple goals—loving what you do and showing it—and it plays a vital role in our pursuit of happiness and meaning. These goals are what govern my operational definition, which is: Mojo is that positive spirit toward what we are doing now that starts from the inside and radiates to the outside. Our Mojo is evident when the good feelings we have toward what we are doing come from inside us and are apparent for everyone else to see. There is no gap between the positive way we perceive ourselves-what we are doing-and how we are perceived by others.

There's something I haven't brought up yet and it may be the most critical piece of advice within this article: You should not feel obligated do any of this alone! If you want to improve your performance at almost anything, your odds of success improve considerably the moment you enlist someone else to help you.

I know this from personal experience, because for several years I have enlisted the help of a friend, Jim Moore, in achieving my own personal goals. Every day, no matter where either of us is in the world, we try to connect on the phone so Jim can ask me a series of questions. They're important day-to-day lifestyle questions such as "Did you say or do anything nice for Lyda [my wife]?" "How much do you weigh?" or "How many minutes did you write?" Jim happens to be an esteemed expert in leadership development, but his qualifications for this ritual rest more on the fact that he's a friend who's genuinely interested in helping me and will always make himself available for our daily phone call.

The process is incredibly simple. At the end of each day, Jim asks me twenty-four questions (the number has changed over time as my goals shift between maintaining my weight and being nicer to my family). Each question has to be answered with a yes, no, or a number. I record the results on an Excel spreadsheet and at the end of the week get an assessment of how well I'm sticking to my objectives. (I return the favor by asking Jim a series of questions about what matters to him.)

The results are astonishing. After the first eighteen months of adhering to this ritual, Jim and I both weighed exactly what we wanted to weigh, exercised more, and got more done (and I was nicer to my wife). As an experiment, we quit for about a year to see what would happen. Each of us put the weight back on and did not achieve nearly as much-a result that was both predictable, depressing, and sent us rushing to back to the program, where we resumed hitting our targets immediately. I was never unhappy, but my life seems happier and more meaningful to me when I use this process.

(To see my ‘daily questions,' Jim's daily questions, and get an article describing this process, go to MojoTheBook.com.)

The lesson is clear: we don't just have to rely on self-help!

This article first appeared in Business Coaching Worldwide (June Issue 2010, Volume 6, Issue 1). Copyright © 2012 WABC Coaches Inc. All rights reserved.

 Marshall Goldsmith, MBA, PhD, is a world authority on helping successful leaders achieve positive, lasting behavioral change. His executive coaching expertise has been highlighted in Forbes, Fast Company, and Business Week. He is the WSJ and NYT best-selling author of What Got You Here Won't Get You There (Hyperion, 2007). His most recent book is Mojo: How to Get It, How to Keep It, and How to Get It Back If You Lose It. Learn more about Marshall in the WABC Coach Directory. Contact Marshall.
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3Dec/130

Senior Leadership Transitions: What Makes Them Work and What Causes Them to Fail?

By Patricia Wheeler, PhD

Today's senior leaders face high expectations that go beyond being an expert in one primary line of business, principal role, or segment of the organization. In our fast-moving environment of mergers, acquisitions, divestments, and sell-offs, leaders are asked to come up to speed even more quickly as well as influence an increasing number of stakeholders across their organization in order to be successful. Given this climate, how are these leaders faring? And what can coaches do to help?

In 2008, the Institute of Executive Development and the global coaching alliance Alexcel reported results of a year-long market study designed to examine transitions that senior-most leaders (those executives in the top five percent of their organizations) make and to identify what helps them succeed and what causes them to fail. Participants included approximately 150 executives and talent professionals from more than 100 organizations in 12 countries and 21 industries. Participants took an online survey consisting of 18 multiple choice questions, plus a number of deep-dive interviews, specifically on the subject of internal and external transitions, how many failed, and why they failed. Failurewas defined as when the leader failed to meet their organization's criteria for success by the two-year mark. (This did not mean that all leaders who were considered "failing" were fired or moved out of their roles.)

We found that one in three senior executives hired externally failed to meet their organization's criteria for successful performance within two years. This is consistent with and perhaps even more optimistic than results from some other studies, particularly those that focused on the entire executive population.

What was even more noteworthy was our finding that one in five senior leaders taking on new roles within their existing organization failed. The clear message here is that what makes a leader successful in one role in the organization will not necessarily continue to drive his or her success in the next role. We echo Marshall Goldsmith's words (and title of his book), "What got them here won't get them there." Organizations must ensure that they offer sufficient help to leaders making internal transitions.

Why did so many of the senior-most leaders fail to make successful transitions? The top two reasons cited by organizations we surveyed were lack of interpersonal skills and lack of personal skills. (Note: Each survey respondent could choose to cite more than one cause of executive failure.) Only 15 percent of respondents said leaders within their organization failed due to lack of technical or business skills. The highest cause of failure was leadership skill deficits, reported by 68 percent of organizations. Another 45 percent of respondents reported failure due to leaders' poor personal skills, including lack of focus and self-management. The implications are clear: obstacles to success in new roles are primarily due to what many organizations consider "soft" skills, i.e., those that focus on the quality and quantity of relationships that leaders craft and maintain.

So what can companies and executive coaches do to help? We gathered information on what companies are doing and what they deemed effective. Online onboarding and meet-and-greets are helpful for external hires, but clearly not sufficient for senior leaders. With leaders new to a company, mentoring programs and informal networks with other executives were the support modalities perceived as most effective. Customized assimilation plans and executive coaching were also helpful.

For internally transitioning leaders, the supports perceived as most effective were executive coaching and the creation of a customized assimilation plan. This speaks to the importance of creating a network of people that will help leaders differentiate the demands and needs of their old role from those of their new role, and develop more senior-level presence as they move through the leadership pipeline.

What does a customized assimilation program look like? Here is an example from my personal case files:

Mark had been with his organization, a Fortune 100 manufacturing division, for 14 years. He was promoted to a corporate vice president role. In this role (his 12th position in the company), he needed to rapidly form relationships with his new stakeholders, many of whom he knew from afar in his plant manager role but with whom he had never worked closely.

First, we reviewed the 360 evaluation generated for his former position. His strengths included his clear ethics, dependability, ability to collaborate with others, and easygoing manner. His primary leadership challenge was his tendency to be too easygoing with employee communication and feedback; we decided that in his new position, he would focus on giving clear, ongoing feedback (and FeedForward1) to his team and challenge himself to adopt a greater sense of urgency about results.

We crafted an assimilation plan that included an "all-hands" meeting with Mark and two levels of his direct reports. Mark organized and prepared to discuss his thoughts around issues including:

  • Team vision
  • Expected results
  • Key customers
  • First impressions of his role and of the team
  • Expectations of the team
  • Plan for ongoing review of progress.

We gathered anonymous information from the team, including:

  • Important stakeholders
  • First impressions of Mark and the reputation that preceded him
  • Questions for and about Mark.

Then we facilitated dialogue between Mark and the team on these areas. My continued role as coach was to help Mark stay aware of his leadership style, leverage his strengths, and navigate around his potential derailers. He created a contact plan to help him identify and reach out to key stakeholders in his new role. We also developed ways for him to hold himself accountable for ongoing FeedForward to his team, boosting both their performance and engagement scores.

Two years later, Mark continues to be successful in his role. Comparing his previous transitions to this one, he credits the plan with saving at least six month's worth of wasted time, false starts, and "water-cooler talk." According to Mark, the work on forming key relationships quickly and creating a platform by which these relationships are maintained and deepened was the most valuable benefit of his assimilation program.

In conclusion, as leaders today must manage more frequent and more complex transitions throughout their careers, it is crucial for organizations and their internal and external coaching resources to take clear steps to help these leaders succeed in their new roles. Making sure that they continue to monitor and develop personal and interpersonal skills is absolutely critical to optimizing performance in new roles, even when they have clear track records of success in their former positions.

Alexcel and the Institute of Executive Development will continue studying what makes senior leadership transitions work and what causes them to fail. We welcome dialogue with organizations and internal coaches who are achieving success in this area, as well as those who are struggling to develop more robust programs for their senior leaders.


1 This process, developed by Marshall Goldsmith, is a quick and proven method for helping successful people be even more successful. The practice of FeedForward requires a disciplined approach to following up with important stakeholders, which research has shown is the key ingredient to successful change. For more about FeedForward, see "Leadership Is a Contact Sport: The ‘Follow-up Factor' in Management Development" strategy + business, Marshall Goldsmith and Howard Morgan, Fall 2004.

This article first appeared in Business Coaching Worldwide  (June Issue 2009, Volume 5, Issue 3). Copyright © 2012 WABC Coaches Inc. All rights reserved.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.