Marshall Goldsmith Quotes
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When you say, 'I'm sorry,' you turn people into your allies, even your partners.
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In one of the largest studies ever done on the effects of executive coaching - over 70,000 respondents - we learned that the biggest mistake coaches make is in not following up. It didn't matter who the coach was or what method they used. Failing to follow up made any approach to coaching ineffective.
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We deify willpower and self-control - and mock its absence. People who achieve through remarkable willpower are 'strong' and 'heroic.' People who need help or structure are 'weak.' This is crazy - because few of us can accurately gauge or predict our willpower.
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Remember that when criticism is difficult to accept, there is probably some truth to it.
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Americans get fatter and fatter and buy more and more diet books, but you don't lose weight by buying diet books - you go on a diet. It's easy to read a diet book, but it's hard to go on a diet.
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When we stop thinking about ourselves, when we stop being so devoted to 'me,' we can start behaving in a way that actually benefits others!
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I have a lot of deficiencies, but gratitude is not one of them.
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People that have integrity violations should be fired, not coached. How many integrity violations does it take to ruin the reputation of your company? Just one. You don't coach integrity violations. You fire them.
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The only thing I don't think people don't understand about good leaders is that they're both good and lucky. A lot of it is timing.
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Coaching works best with high potential people who are willing to make a concerted effort to change, not as a religious conversion activity.
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Successful people become great leaders when they learn to shift the focus from themselves to others.
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I regard gratitude as an asset and its absence a major interpersonal flaw.
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If we really want to make change, we have to make peace with the fact that we cannot self-exempt every time the calendar offers us a more attractive alternative.
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How to prepare for 'breakdowns' and create the nimble, change-adept company
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It can be more productive to help people learn to be 'right' than prove they were 'wrong.'
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Understanding the past is perfectly admissible if your issue is accepting the past. But if your issue is changing the future, understanding will not take you there.
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All of us have people in our lives who drive us crazy. We've spent hours reliving the unfair, unappreciative, inconsiderate treatment they have inflicted on us. But getting mad at this person makes just about as much sense as getting mad at a chair for being a chair.
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Frances Hesselbein, Marshall Goldsmith, Richard Beckhard, The organization of the future, Peter F. Drucker Foundation for Nonprofit Management. Jossey-Bass Publishers, 1997; Book summary
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Once you get a reputation for emotional volatility, it can take years of model behavior to change how others see you.
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People who believe they can succeed see opportunities where others see threats.
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As I've gotten older, I've gotten simpler - my level of aspiration has actually gone down and down. But my level of impact has gone up and up.
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To me, the #1 key to success is 'creating lasting positive change in yourself and others.' That is what is most rare, most difficult, and most valuable about leading people.
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When we presume that we are better than people who need structure and guidance, we lack one of the most crucial ingredients for change: humility.
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Gratitude is not a limited resource, nor is it costly. It is abundant as air. We breathe it in but forget to exhale.