Posts Taged marshall-goldsmith

Weekend Love, March Twenty-Eighth

camoflage hugHere are some of the great nuggets that I’ve found on the web recently.  Most will be a handful of links to tools or great content.  Occasionally I’ll include one from my “save” file that hits my mood.

Are you really trying hard?  Naomi Dunford wants you to really look at the playback when she writes, What if You tried Really Hard?

Read this if you’ve ever used the phrase “stay at home mom.”  Jenny Acuff writes about 2 reasons I hate the phrase “Just a Stay at Home Mom.”

When is the last time you asked about what is meaningful in life?  Marshall Goldsmith, considered one of the top thinkers in the world, talks about six things in his YouTube video.

Special for the Week:  Dewitt Jones has a mission to “Celebrate What’s Right with the World.”  As a photographer for National Geographic he has done that for years.  Here are three short (20 image) collections in pdf documents around three themes of sunrises, children, and pets.

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Why Wait for Feedback? Company Version

New Mindset New ResultsFirst, the bad news:  when most of us ask for feedback we get an image of giving someone a loaded gun, pointing at our face, and helping them point the trigger.  Now for the good news:  It’s all in your head.  The way you treat the feedback is up to you.

Part 1 of Why Wait for Feedback? is about making a decision to take control of your future by asking for feedback rather than just waiting.  Start by being brace and the rest of the pieces will fall in line.  Here are four guidelines to help you if you work in a company setting.  Part 3 will be for entrepreneurs seeking feedback.

Think future and not past.  The goal of asking for feedback is not to evaluate the past.  You really can’t change that.  Your goal is to do something better in the future.  So forget-about-it when thinking about the past.  You really don’t care if it was good, bad or indifferent.  Your goal is to get better in the future.  Marshall Goldsmith calls this process feedforward.  It’s a core piece of his coaching method.  He also uses it as a training exercise.

Ask, ask, and ask some more.  If you only talk to one person, you’ll get their opinion.  That may not prove useful and you really can’t evaluate their idea because you have a limited basis of comparison.  Instead, try this:

  • Make a list of people you trust and want to hear from.
  • Approach them individually for a conversation. (You might even set an appointment and tell them what you want.)
  • Say to them, “I’m looking to improve my workplace performance. Would you have a suggestion of something I can do better?  What’s one thing I need to keep doing?”
  • Thank them for their feedback. Don’t agree or disagree.  Just thank them.

Work with a coach.  If you are going to ask for feedback, you will need to do something with it.  A coach can support you in sorting this out, setting plans in place, moving forward, and helping you stay accountable to your change process.

Ready, aim, fire.  The important thing is that you make some changes. Jack Canfield first suggested this mantra as part of his Success Principles.  It works.  Take action, course correct, and then act again.  You get much further than being stuck in the planning phase.

If you don’t like the direction you are taking, this feedback process will support you in finding a new one.

The reward you get for seeking feedback is beyond what you can imagine.  Ed Batista describes it this way, “the most effective leaders build a culture and establish working relationships in which critical feedback is invited rather than squelched, appreciated rather than punished. Unpleasant truths are precious gifts, and should be treated accordingly. This doesn’t make the process fun–I can still find negative feedback hard to hear, even after years of dedicating myself to the process. But I value the lessons it brings more than I resent its sting, in part because I try to be open to it without allowing it to undermine my sense of self-validation.”

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Are You Successful?

If you have had a certain measure of success in your life, the cards are stacked against you. Along the way to achieving our goals, most of us have acquired at least one bad habit.

Don’t take my word for it though. There is plenty of research behind the statement I just made.

In fact, Marshall Goldsmith recently spoke at the WBECS Coaching Conference about this very phenomenon. As a graduate of Marshall’s executive coach training, I’ve  worked with clients on this effort. I’ve also put myself under the microscope and been coached on how to disengage from these common pitfalls.

While most of you may have missed this year’s coaching conference, you don’t have to miss out on Marshall’s work. Almost everything he had to say last week can be found in his book What Got You Here, Won’t Get You There.

To make it easy on you, a quick rundown on these 20 traits is found in the downloadable document found if you click this link.

First time through, read to see if any trait applies to you. Then share this list with someone who loves and adores you and who is also someone you will allow to call you on your B.S.

Determine which behavior you most need to modify. Determine how you are going to accomplish this task (often replacing a bad habit with a more effective habit will do the trick).

Enlist your coach or a peer coach as your accountability partner in this venture. And be assured that this mode of coaching will help you become a better person as well as a better coach.

We all have blind spots. Thank goodness Marshall has delineated a list so we can keep at least twenty of the most common trips-ups from snagging us.

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Praise for “What Got You Here Won’t Get You There”

Since Marshall Goldsmith’s book, What Got You Here Won’t Get You There, has been around for five years, there are plenty of reviews.  There is not a lot I can say that would be new about a business book that stays in the top 25 on Amazon even after five years.

As a coach and coaching instructor, I often recommend this book to clients and new coaches.  There are some real similarities in the reactions I get that I’d like to share.

We often skip through the first section of the book, but I find it full of important reminders as I coach executives.  Section one is titled, “The Trouble with Success, in which we learn how our previous success prevents us from achieving more success.”  Executives are not blind to their success and they know that their attitudes and abilities have a lot to do with what got them to where they are.  The tendency is to do more of what they do.  If anything, the pressure of becoming even more successful drives them to be do even more like they’ve done in the past.

That attitude on the part of successful executives is what has made Marshall Goldsmith so successful.  His job as a coach is to support them in realizing they have to stop doing what they’ve done to get a success like they’ve not gotten before.  From the outside, that’s a real “duh” moment.  Obviously, we have to do something different to get different results. From the inside, however, this is a scary thought. It’s one of those ideas that makes our lizard brain scurry for cover.

Section Two of the book is about the twenty habits that hold us back from the top.  Everyone (and I do mean 100%) of the people who have read this book have trouble reading this section.  We all find our self in one, two or even three of these habits.  Sometimes I have clients finding comfort in the fact that their bad habit is shared by enough other people that it makes the book.  I had a recent client say to me that if others can do something about it, then “I damn well can too.”

Section Three is about how we can change for the better.  When we focus on the relationships we build and our role in them, then we can start to shape our future.  The hardest part for most people is the inertia they encounter around them.  We may want to change, but the people around us aren’t quite so sure.  The key is being open about the change, consistency in developing new habits, and a willingness to move forward in the face of resistance.

Section Four is called pulling out the stops and is about all of the other pieces we need to do to make our new habits stick.  It’s about finding the people who want to change and not trying to change the others.

I obviously am wholeheartedly recommending this book to any coach.  And I offer this challenge—read this book and don’t find yourself in one of the habits.  I dare you.

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