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A Lesson in Mojo from Marshall Goldsmith

March 16, 2010 by Marshall Goldsmith Comments (0)

mogo, spirit, motivation, goals, achievement, attitude, self awareness, self, perception, identity, brand, challenge, reputation, acceptance, change, control, behavior, happiness, self help, decision making

wisdom, leadership

by John Baldoni:

Mojo is a folkloric word that refers to the physical manifestation of a supernatural force. MOJO is also the title of a book by my friend and pre-eminent executive coach, Marshall Goldsmith. “Mojo,” as Marshall writes, “is that positive spirit toward what we are doing now that starts from the inside and radiates to the outside.”

Consider mojo a form of self-motivation that spurs us onward to achieve for ourselves as well as for others. There are four aspects to this positive force; two are focused on the inner self and two are focused on our outer self. That split between what we are inside and how we are perceived makes the concept of mojo useful for anyone seeking to improve as well as to make a positive difference.

Let’s examine the four keys, each of which is defined by a straightforward but evocative question:

Identity: Who you think you are? Self-awareness is an understanding of how you view yourself. The operative word in this question is think; that is, how do you perceive yourself. The book explores four aspects of identity – remembered, reflected, programmed and created. Understanding how each attribute affects your self-understanding provides a good handle on getting to know yourself better.

Achievement: What have you done lately? The book draws a sharp distinction between what we think we achieve and what others think we achieve. If the two are not in parallel, we feel out of sync. The challenge comes in finding meaning and satisfaction in what we do and harmonizing it with what we are challenged to do. No easy task.

Reputation: What do other people think you are? A foundation of executive coaching is helping individuals see themselves as others see them. The book postulates that reputation is the combination of identify and achievement as seen by others. Lucky for you if your self image matches your public persona! But if you are like most of us, you have work to do to make certain that who you are and what you think you do matches the impact that you are having on others.

Acceptance: What can you change, and what is beyond your control? Before you can answer this question, make certain as Marshall asserts, you can dispense with the “I’ll be happy when…” statement. That is, I will be satisfied when I am a millionaire, my house is bigger, my weight is less, or my mortgage is paid off. Goals are good, but they can sometimes prevent us from achieving reconciliation with our inner selves. The challenge arises from learning what you can change (your behavior) and what you cannot change (e.g. other people). Acceptance becomes critical; otherwise you will cause yourself (and others around you) much unhappiness.

MOJO is an easy read but don’t be fooled. It is a real head-cracker. Each of the four keys is augmented by a full toolkit that provides roadmaps for readers to follow to develop a stronger identity, achieve more effectively, ensure their reputation, and come to terms with self and life. Throughout the book are questions that challenge readers to reflect on what is important to them and how they can achieve their aims.

For me an important aspect of the book comes together in the story of two rival editors, Lily and Sarah, who were both in running to become editor in chief of their publication. Both women were capable and respected and that is why both were considered for the top job. When challenged to produce a new look for the magazine, Lily did it her way – alone; and Sarah did it her way – collegially.

The winner of the contest will be left to readers to discover but what is important to know is that self-help is not just about self. You can enlist the guidance of others to help you become more self-aware and ultimately more effective in what it is you want to achieve.

As we learn throughout MOJO, how you will change your life and how you interact with others as an individual, an employee and/or a leader is your decision. The challenge for all of us remains to become a positive spirit for self and others.

John Baldoni is an internationally recognized leadership development consultant, executive coach, author, and speaker. In 2009, Top Leadership Gurus named John one of the world’s top 25 leadership experts. John’s newest book is Lead Your Boss: The Subtle Art of Managing Up (Amacom 2009). Readers are welcome to visit John’s website, www.johnbaldoni.com

Footnote:
Marshall Goldsmith is one of a select few advisors who have been asked to work with over 100 major CEOs and their management teams. He also delivers top-rated keynotes, seminars and workshops.

Source: http://social.successtelevision.com/pg/blog/Marshall_Goldsmith/read/15294/a-lesson-in-mojo-from-marshall-goldsmith

Only 4% of UK Managers Rated as Inspirational

According to a survey of 2,300 people by Work Life Balance Centre and Coventry University, 90% of British workers say their managers are indecisive, unproactive or inaccessible, demotivating, inconsistent and controlling.

It found just 4% of those polled rated their managers as inspirational, while nearly a 25% concluded they were actively demotivating. Just 7% of respondents saw their managers as empowering, against almost three times as many who felt them to be controlling. On a more positive note, less than a fifth of the workers polled said they had experienced bullying by a manager, with slightly more than one in five admitting to having observed it happening.

A tenth of the sample had experienced bullying by a colleague, with women being much more likely to be on the receiving end than men. The survey also found middle managers were the most likely to report bullying by colleagues, with administrative and clerical or professional workers the least likely.

The survey found that bullying was more widespread in telecoms, IT, engineering, transport and higher education, and was less evident in business services, schools, manufacturing and retail

Denise Skinner, professor of HR management at Coventry University, and the report’s author, believes improvements also need to be made in the way people are treated when they ask for help with work/life balance issues. The survey found that less than one-third of those who asked their employer for help found it effective while a quarter found the support to be ineffective with a further 13.9% finding it made things worse.

Source: Personnel Today, 1 April 2008

FeedForward on FeedForward

by Denis McCarthy

It was Marshall Goldsmith’s ringing endorsement of Expended DISC that first aroused my interested in the tool. I figured that if “one of the five most-respected executive coaches” (Forbes Magazine) was basing his executive coaching on the Extended DISC system then it was seriously worth investigating for use in my own coaching career.

I did not expect to become the Western Australian agent for Extended DISC but I am sure pleased I did.

If you are a business, corporate or executive coach, consultant or trainer, then surely it must also arouse your curiosity and interest to explore this further.

Don’t you owe it to your clients, present and future, to be able to offer them the same tool that is used and recommended by such a highly regarded HR and coaching authority?

Doesn’t it border on professional negligence to overlook the opportunity to obtain the system for FREE and give it a try … for FREE ?

Wouldn’t enrolling in a half-day or full-day Certification Training programme be one of the smartest decisions you could make, especially if that training was for free (see Special Offer)?

And remember, Extended DISC has much wider applications that just executive coaching and leadership development. See who can use Extended DISC and who should use it.

To finish this post let me summarize some of the accomplishments and acclaim of Marshall Goldsmith that I hope will rouse you to take immediate action on Extended DISC:

• Fellow of the National Academy of Human Resources – the highest award for an HR professional (November 2005)
• University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006
• Adjunct Professor teaching executive education at Dartmouth’s Tuck School and he is frequently asked to speak at leading business schools.
• co-founder of Marshall Goldsmith Partners, a network of top-level executive coaches.
• served as a member of the Board of the Peter Drucker Foundation for ten years.
• a world authority in helping successful leaders get even better –by achieving positive change in behavior: for themselves, their people and their teams.
• author of twenty books. Harvard Business School has chosen six of his books to be their Working Knowledge recommended books. On January 7, 2007, Amazon.com rated Marshall’s new book “What Got You Here Won’t Get You There” as the number one best selling business book! It has consistently been in the top 10 books on Amazon
• one of 50 great thinkers and leaders who have influenced the field of management over the past 80 years – American Management Association
• one of the most influential practitioners in the history of leadership development – Business Week
• one of the top ten executive educators – The Wall Street Journal
• one of five most-respected executive coaches – Forbes Magazine
• one of the most credible consultants in the new era of business – the Economist
• America’s preeminent executive coach – Fast Company
• one of the few consultants who have been asked to work with over 70 major CEOs and their management teams.
• and there’s much more … start here
• or here http://www.whatgotyouhere.com/html/Marshall_Goldsmith.htm

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Marshall Goldsmith … a brief bio …

Dr Marshall Goldsmith is a world authority in helping successful leaders get even better –by achieving positive change in behavior: for themselves, their people and their teams. Recently the American Management Association named Dr Goldsmith as one of 50 great thinkers and leaders who have influenced the field of management over the past 80 years and Business Week listed him as one of the most influential practitioners in the history of leadership development. In November 2005 he was recognized as a Fellow of the National Academy of Human Resources – the highest award for an HR professional. His work has been featured in a Harvard Business Review interview, Forbes article, Business Strategy Review cover story (from the London Business School) and New Yorker profile. He has appeared in: The Wall Street Journal – as one of the top ten executive educators, Forbes – as one of five most-respected executive coaches, the Economist – as one of the most credible consultants in the new era of business and Fast Company – as America’s preeminent executive coach. His work has received national recognition from almost every professional organization in his field, including: the Academy of Management, ASTD, HRPS and SHRM.

Marshall is one of the few consultants who have been asked to work with over 70 major CEOs and their management teams. He conducts workshops for executives, high-potential leaders and HR professionals. He is an Adjunct Professor teaching executive education at Dartmouth’s Tuck School and he is frequently asked to speak at leading business schools.

Marshall is co-founder of Marshall Goldsmith Partners, a network of top-level executive coaches. He served as a member of the Board of the Peter Drucker Foundation for ten years. Dr Goldsmith’s twenty books include: The Leader of the Future (a Business Week best-seller) and Coaching for Leadership. Two of his recent books are: Global Leadership: The Next Generation and The Art and Practice of Leadership Coaching. Amazon.com has ranked seven of his books as “most popular” in their fi eld. Harvard Business School has chosen six of his books to be their Working Knowledge recommended books. Almost all of his articles and videos are available (for no charge) at www.MarshallGoldsmithLibrary.com.

Try FeedForward Instead of Feedback

By Marshall Goldsmith * (more>>)

BLOG NOTE:
Marshall Goldsmith’s FeedForward Tool was created to provide individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in their behaviour. The Marshall Goldsmith FeedForward Tool, based on the Extended DISC online assessment, is very easy to use. The Extended DISC online questionnaire takes only about 10 minutes to complete. All of the information on the report (cover pic) is derived from your “natural behavioral style” in the Extended DISC Personal Analysis Report (more>>).

To download a sample report (see cover page below) go to https://www.extdisc.com/feedforward/Sample Report.pdf. Marshall Goldsmith and Extended DISC North America’s Finland-born president Markku Kauppienen share a passion to help executives make better about their employees, teams and organization.

* Dr Marshall Goldsmith was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world’s leading HR consultants. He is a Wall Street Journal “top ten” executive educator and is University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006 (for more on him go here).

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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. Employees can provide useful input on the effectiveness of procedures and processes and as well as input to managers on their leadership effectiveness. This “upward feedback” has become increasingly common with the advent of 360° multi-rater assessments.

But there is a fundamental problem with all types of feedback: it focuses on a past, on what has already occurred—not on the infinite variety of opportunities that can happen in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.

Over the past several years, I have observed more than ten thousand leaders as they participated in a fascinating experiential exercise. In the exercise, participants are each asked to play two roles. In one role, they are asked provide feedforward —that is, to give someone else suggestions for the future and help as much as they can. In the second role, they are asked to accept feedforward—that is, to listen to the suggestions for the future and learn as much as they can. The exercise typically lasts for 10-15 minutes, and the average participant has 6-7 dialogue sessions. In the exercise participants are asked to:

• Pick one behavior that they would like to change. Change in this behavior should make a significant, positive difference in their lives.

• Describe this behavior to randomly selected fellow participants. This is done in one-on-one dialogues. It can be done quite simply, such as, “I want to be a better listener.”

• Ask for feedforward—for two suggestions for the future that might help them achieve a positive change in their selected behavior. If participants have worked together in the past, they are not allowed to give ANY feedback about the past. They are only allowed to give ideas for the future.

• Listen attentively to the suggestions and take notes. Participants are not allowed to comment on the suggestions in any way. They are not allowed to critique the suggestions or even to make positive judgmental statements, such as, “That’s a good idea.”

• Thank the other participants for their suggestions.

• Ask the other persons what they would like to change.

• Provide feedforward – two suggestions aimed at helping the other person change.

• Say, “You are welcome.” when thanked for the suggestions. The entire process of both giving and receiving feedforward usually takes about two minutes.

• Find another participant and keep repeating the process until the exercise is stopped.

When the exercise is finished, I ask participants to provide one word that best describes their reaction to this experience. I ask them to complete the sentence, “This exercise was …”. The words provided are almost always extremely positive, such as “great”, “energizing”, “useful” or “helpful.” The most common word mentioned is “fun!”

What is the last word that most of us think about when we receive feedback, coaching and developmental ideas? Fun!

Eleven Reasons to Try FeedForward

Participants are then asked why this exercise is seen as fun and helpful as opposed to painful, embarrassing or uncomfortable. Their answers provide a great explanation of why feedforward can often be more useful than feedback as a developmental tool.

• We can change the future. We can’t change the past. Feedforward helps people envision and focus on a positive future, not a failed past. Athletes are often trained using feedforward. Racecar drivers are taught to, “Look at the road ahead, not at the wall.” Basketball players are taught to envision the ball going in the hoop and to imagine the perfect shot. By giving people ideas on how they can be even more successful, we can increase their chances of achieving this success in the future.

• It can be more productive to help people be “right,” than prove they were “wrong.” Negative feedback often becomes an exercise in “let me prove you were wrong.” This tends to produce defensiveness on the part of the receiver and discomfort on the part of the sender. Even constructively delivered feedback is often seen as negative as it necessarily involves a discussion of mistakes, shortfalls, and problems. Feedforward, on the other hand, is almost always seen as positive because it focuses on solutions – not problems.

• Feedforward is especially suited to successful people. Successful people like getting ideas that are aimed at helping them achieve their goals. They tend to resist negative judgment. We all tend to accept feedback that is consistent with the way we see ourselves. We also tend to reject or deny feedback that is inconsistent with the way we see ourselves. Successful people tend to have a very positive self-image. I have observed many successful executives respond to (and even enjoy) feedforward. I am not sure that these same people would have had such a positive reaction to feedback.

• Feedforward can come from anyone who knows about the task. It does not require personal experience with the individual. One very common positive reaction to the previously described exercise is that participants are amazed by how much they can learn from people that they don’t know! For example, if you want to be a better listener, almost any fellow leader can give you ideas on how you can improve. They don’t have to know you. Feedback requires knowing about the person. Feedforward just requires having good ideas for achieving the task.

• People do not take feedforward as personally as feedback. In theory, constructive feedback is supposed to “focus on the performance, not the person”. In practice, almost all feedback is taken personally (no matter how it is delivered). Successful people’s sense of identity is highly connected with their work. The more successful people are, the more this tends to be true. It is hard to give a dedicated professional feedback that is not taken personally. Feedforward cannot involve a personal critique, since it is discussing something that has not yet happened! Positive suggestions tend to be seen as objective advice – personal critiques are often viewed as personal attacks.

• Feedback can reinforce personal stereotyping and negative self-fulfilling prophecies. Feedforward can reinforce the possibility of change. Feedback can reinforce the feeling of failure. How many of us have been “helped” by a spouse, significant other or friend, who seems to have a near-photographic memory of our previous “sins” that they share with us in order to point out the history of our shortcomings. Negative feedback can be used to reinforce the message, “this is just the way you are”. Feedforward is based on the assumption that the receiver of suggestions can make positive changes in the future.

• Face it! Most of us hate getting negative feedback, and we don’t like to give it. I have reviewed summary 360° feedback reports for over 50 companies. The items, “provides developmental feedback in a timely manner” and “encourages and accepts constructive criticism” almost always score near the bottom on co-worker satisfaction with leaders. Traditional training does not seem to make a great deal of difference. If leaders got better at providing feedback every time the performance appraisal forms were “improved”, most should be perfect by now! Leaders are not very good at giving or receiving negative feedback. It is unlikely that this will change in the near future.

• Feedforward can cover almost all of the same “material” as feedback. Imagine that you have just made a terrible presentation in front of the executive committee. Your manager is in the room. Rather than make you “relive” this humiliating experience, your manager might help you prepare for future presentations by giving you suggestions for the future. These suggestions can be very specific and still delivered in a positive way. In this way your manager can “cover the same points” without feeling embarrassed and without making you feel even more humiliated.

• Feedforward tends to be much faster and more efficient than feedback. An excellent technique for giving ideas to successful people is to say, “Here are four ideas for the future. Please accept these in the positive spirit that they are given. If you can only use two of the ideas, you are still two ahead. Just ignore what doesn’t make sense for you.” With this approach almost no time gets wasted on judging the quality of the ideas or “proving that the ideas are wrong”. This “debate” time is usually negative; it can take up a lot of time, and it is often not very productive. By eliminating judgment of the ideas, the process becomes much more positive for the sender, as well as the receiver. Successful people tend to have a high need for self-determination and will tend to accept ideas that they “buy” while rejecting ideas that feel “forced” upon them.

• Feedforward can be a useful tool to apply with managers, peers and team members. Rightly or wrongly, feedback is associated with judgment. This can lead to very negative – or even career-limiting – unintended consequences when applied to managers or peers. Feedforward does not imply superiority of judgment. It is more focused on being a helpful “fellow traveler” than an “expert”. As such it can be easier to hear from a person who is not in a position of power or authority. An excellent team building exercise is to have each team member ask, “How can I better help our team in the future?” and listen to feedforward from fellow team members (in one-on-one dialogues.)

• People tend to listen more attentively to feedforward than feedback. One participant is the feedforward exercise noted, “I think that I listened more effectively in this exercise than I ever do at work!” When asked why, he responded, “Normally, when others are speaking, I am so busy composing a reply that will make sure that I sound smart – that I am not fully listening to what the other person is saying. In feedforward the only reply that I am allowed to make is ‘thank you’. Since I don’t have to worry about composing a clever reply – I can focus all of my energy on listening to the other person!”

In summary, the intent of this article is not to imply that leaders should never give feedback or that performance appraisals should be abandoned. The intent is to show how feedforward can often be preferable to feedback in day-to-day interactions. Aside from its effectiveness and efficiency, feedforward can make life a lot more enjoyable. When managers are asked, “How did you feel the last time you received feedback?” their most common responses are very negative. When managers are asked how they felt after receiving feedforward, they reply that feedforward was not only useful, it was also fun!

Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together. By using feedforward—and by encouraging others to use it—leaders can dramatically improve the quality of communication in their organizations, ensuring that the right message is conveyed, and that those who receive it are receptive to its content. The result is a much more dynamic, much more open organization—one whose employees focus on the promise of the future rather than dwelling on the mistakes of the past.

The term “feedforward” was coined in a discussion that I had with Jon Katzenbach, author of The Wisdom of Teams, Real Change Leaders and Peak Performance.

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Source: http://www.marshallgoldsmithfeedforward.com/html/Articles.htm

Footnote: The Extended DISC Personal Analysis Report (free pdf sample) is the basis of the Marshall’s FeedForward Report. The cover page of the 30 page report is depicted below. To download a brochure on the Personal Analysis Report click here

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Tomorrow’s Life Coach

Extended DISC® Assessments

©Copyright 2003 – Extended DISC North America, Inc.
by Annette Miller

Extended DISC® Analyses are based on the world’s most accepted concepts of human behavior and over 75 years of behavioral studies. The foundation for Extended DISC® is a psychological theory developed in the 1920′s by Carl G. Jung in his book Psychological Types. The DISC-system and theory is based on the four basic personality types: D-Dominance, I-Influence, S-Steady and C-Compliance.

The Extended DISC® System and Diamond were developed in 1994 by Jukka Sappinen in Finland. The product was made available to the United States in 1997 and is now in 35 countries and in 37 languages. The Extended DISC® is recognized as the world’s fastest growing assessment system.

The Extended DISC® Diamond is the 1990′s addition to the DISC-theory. It provides an additional dimension to behavioral assessments; therefore, the results are significantly more accurate. Most importantly, Extended DISC® Diamond creates a powerful framework for practical applications. The Extended DISC® Diamond is based on the Jungian four-quadrant model and this framework is used to visually present behavioral styles and well as a presenting a tool to make appropriate modifications in behavioral styles. The Extended DISC® Diamond can identify 160 specific behavioral types.

The Extended DISC® Personal Analysis is the foundation for the other assessments. It is a behavioral inventory based on self-evaluation and does not have right or wrong answers, provide high or low scores, or by any other means classify people into better or worse. Neither does it measure skills, intelligence or attitudes; it purely concentrates on measuring natural and adaptive behavioral styles. We all have the opportunity to learn to recognize our own behavioral styles, those of other’s, and make adjustments appropriately to improve personal effectiveness. This assists in avoiding unnecessary problems in communication and helps people, teams and organizations to become more successful.

Applications for the Extended DISC® products include all forms of personal and personnel development, coaching, management and executive development, sales/customer service skills development, organizational management, team building, conflict resolution, career development and more. Products include:

• Personal Analysis
• Work Pair Analysis
• Team Analysis
• Team Assessment (360)
• Team Alignment
• Job Analysis
• Open 360
• Online Survey Platform

Certification training is available for Extended DISC® products (no annual fee or continuing education units required). The number of professional coaches certified in Extended DISC® products is growing. The reports are available in 19 languages. Advances in technology allow clients to answer the questionnaire (for Personal Analysis) online 24/7 and for the report to be automatically generated and emailed to the coach in PDF format. Additionally, software is provided along with the certification workshop to allow the coach to generate custom reports.

© Copyright 2003 – Extended DISC North America, Inc., www.extendeddisc.com, (800) 257-7481

By Annette Miller, MBA, president of LifeSync Coaching^sm (www.lifesync.com) and authorized affiliate of Extended DISC North America, Inc. LifeSync Coaching services for coaches include Extended DISC® certification training, Extended DISC outsourcing, coaching, practice development groups and more. To find out more about Extended DISC® products, certification training, or to request certification training in your area, call Annette Miller at 972.539.6907 (annette@lifesync.com).

Source: “Tomorrow’s Life Coach”, Volume 2 Issue 3 : March 2003

Coaching Great Leaders

Demonstrating Integrity: A Key Characteristic of the Future Global Leader

By Marshall Goldsmith

At a time when shredding documents, creative accounting and ruthless tactics come to light in the media on a fairly regular basis, it’s no surprise that the young leaders of today have spotted the need for leaders to demonstrate integrity and ethical behavior. As a matter of fact, young leaders of today believe that demonstrating integrity will become the most important characteristic of future leaders.¹

What Is Integrity?
“Integrity is the quality of possessing and adhering to high moral principles or professional standards.”² In other words, it’s not enough to simply espouse values; global leaders have the added responsibility of influencing through example.

Indeed, recent events in the business arena involving companies such as Enron and WorldCom have illustrated how integrity lapses can lead even “benchmark companies” into bankruptcy. These unfortunate negative public examples of integrity violations have clearly made the business case for including integrity as a key quality of the leader of the future.

Demonstrating Integrity
The next question you will probably have arise: How do I (or do I already) demonstrate integrity? Following are five significant characteristics of demonstrating integrity as well as some (but not all!) actions you can take to demonstrate integrity.³

One characteristic that demonstrates integrity is to behave honestly and practice ethical behavior in your interactions. You can accomplish this by:

• Recognizing that you are a model for those whom you lead
• Being consistent and clear about your ethical standards
• Providing facts, not smokescreens
• Speaking up even when it may be risky to do so
• Challenging any system that encourages dishonesty or rewards unethical behavior

A second characteristic that demonstrates integrity is to ensure that the highest standards for ethical behavior are practiced throughout the organization. You can do this by:

• Being consistent and clear about ethical standards and expectations
• Encouraging people to express concerns about questionable practices
• Reviewing ethical concerns with your staff or management
• Offering open, candid feedback to management and coworkers
• Recognizing that honesty and fairness in all relations with others is important

A third characteristic that demonstrates integrity is to avoid political and self-serving behavior. You can demonstrate this by:

• Understanding that being competent in your job is the most effective method of achieving success
• Realizing that organizational politics take many forms; list the tactics you are aware of
• Sharing recognition; not accepting undue credit
• Being a team player
• Combating job politics through objective measurements of performance

A fourth characteristic that demonstrates integrity is to courageously stand up for what you believe in. You can do this by:

• Understanding that risk taking plays a part in nearly every decision made
• Being willing to take risks to achieve excellence and stay competitive
• Developing a positive attitude when facing objections
• Working to gain support and cooperation from key individuals in your organization
• Encouraging and supporting others to speak up and voice their viewpoints

The fifth characteristic that demonstrates integrity is to be a role model for living the organization’s values. You can accomplish this by:

• Walking the talk: be an example of what you want your employees to be
• Being sure your performance reflects the best standards
• Acknowledging the unique knowledge and talents of others
• Demonstrating pride in your company
• Coaching employees to follow your example of performing to high standards

People will not follow leaders whom they do not trust. Great leaders, trusted leaders demonstrate integrity and in doing so, achieve the faith and confidence of their workers, colleagues and peers, who then become willing followers, loyal employees and trusted coworkers. This important characteristic is an integral step on the road to success for the great leaders of the future.

¹ Goldsmith, M., et al. 2003. Global Leadership: The Next Generation. New Jersey: Prentice Hall. (See pages 311-316 for more about the Global Leader of the Future Project.)
² Encarta Dictionary [computer software]. 2008. Redmond, WA: Microsoft
³ Goldsmith, M., et al. 2003. Global Leadership: The Next Generation. New Jersey: Prentice Hall.

Marshall Goldsmith, MBA, PhD, founder of Marshall Goldsmith Partners LLC, 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. The most recent of his 22 books is What Got You Here Won’t Get You There (Hyperion, 2007). Learn more about Marshall in the WABC Coach Directory. Marshall can be reached by email at Marshall@MarshallGoldsmith.com,

Source: WABC – Business Coaching Worldwide – June Issue 2008

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Marshall Goldsmith Loves Using Extended DISC

Source: Marshall Goldsmith Embraces Extended DISC

Extended DISC was first introduced to Western Australia through Denis McCarthy & Associates. Denis was introduced to Extended DISC by Marshall Goldsmith after reading his 2000 book on “Coaching for Leadership: How the world’s greatest coaches help leaders learn” hailed by Warren Bennis as “the single best collection of writings and writers on executive coaching”. Dr Marsall Goldsmith was listed in Forbes magazine as one of the five top executive coaches and in Human Resources magazine as one of the world’s leading HR consultants. He is a Wall Street Journal “top ten” executive educator and is University Professor at Alliant International University’s Marshall Goldsmith School of Management, which was named in his honor in 2006 (for more on him go here).

Reference links:

Marshall Goldsmith Partners LLC. : Executive Coaching and Training
www.marshallgoldsmith.com/

Marshall Goldsmith Library
www.marshallgoldsmithlibrary.com/

Marshall Goldsmith Blog
www.marshallgoldsmithlibrary.com/blog/

Harvard Business Online’s Marshall Goldsmith
discussionleader.hbsp.com/goldsmith/

Featured Services & Tools Featured Services & Tools
http://www.marshallgoldsmithlibrary.com/html/marshall/resources-services.html
This is a great resource … Developed by Marshall Goldsmith and Extended DISC R&D Team, the FeedForward tool provides individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in the behavior.

Marshall Goldsmith : What Got You Here Won’t Get You There
www.whatgotyouhere.com/html/Marshall_Goldsmith.htm
Dr. Goldsmith’s twenty-two books include: The Leader of the Future (a Business Week best-seller) and Coaching for Leadership.

Source: Marshall Goldsmith Embraces Extended DISC

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Development of Future Leaders

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EMPIRICAL RESEARCH

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Development of Future Leaders: A case study on the Bank of Thailand (BOT)

By Dr. Adisak Chandprapalert and Dr. Suda Suwannapirom
Jan 9, 2008 – 10:27:59 AM

This experimental research study explored visionary leadership in practice by focusing on the construction of organizational vision and the ability to manage the change that principals exploit to foster the competitive advantage of leader capabilities’ enhancement before implementing future leader developmental framework. The new leadership development methodology, assessment, and development were predominantly utilized in this study. Five crucial aspects of visionary leadership consist of leadership personality, strategic management, innovation and change management, problem solving and decision making, and organization diagnosis which have been focused and developed throughout the changing process. In the early stage, twenty-six top management director level of Bank of Thailand (BOT) were surveyed and interviewed. Leadership Competencies Assessment and Extended DISC Assessment were used to identify gaps between current competency levels and desired stages of the participants in the project. Later on, the distinct communicative session and intellectual bonding were used to create self awareness & significance of the development project. The research findings show and provide the practical guidelines and strategic insights to promote future leader, succession planning, talent management, and future leadership development roadmap for BOT top executives.
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Source: The online Journal of Academic Leadership, Volume: 6, Issue: 2, May 30, 2008 , ISSN: 1533-7812.
The Journal is peer edited through a blind review process that utilizes national and international editorial boards and peer reviewers. It is listed in Cabell’s and has a 45% acceptance rate.

Excerpted from the report is the “Conclusions and Recommendations” section, as follows:

Conclusions & Recommendations

This experimental research employed an exploratory and empirical survey to illustrate how the authors built up the “Future Leader” development program based on visionary leadership theory. Leadership development focused on transformation practices involving participants in a process which they can compare themselves with the benchmark, determine their concerned competency improvement, and build strategies to have continuous self-awareness and self-development. Implicit this process is some kinds of idealized notion of the best practice and model guiding action. The visionary leadership self-assessment utilized mainly in this process has provided individuals to assess themselves with behavioral benchmarks appropriate to their leadership situation and determine the means of adapting more effectively to changing environment. Moreover, to ensure leadership development effectiveness, Leadership Competencies Assessment and Extended DISC Assessment with 180 degree feedback, observations from role play and various participative activities are utilized for a coherent part of the “Future Leader” development program.

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Extended DISC focus of New Talent Club

- the first nationwide program in Poland.

May 13 this year. Diners Club Poland has launched a nationwide educational program for the managerial staff called “Talent Club.” The main objective of the programme is to encourage managers to develop their talents, skills and knowledge. Talent Club have created special educational research and testing e-learning courses online at www.talentclub.pl.

Worldwide research on the most effective managers of our time have shown that the only thing that distinguishes them from the average staff is that they have not tried to change or improve people. Instead effective managers identifies the special abilities of the individual members of his team and allow them to develop their talents and skills.

Diners Club Poland who conceived the idea for the programme invited a group of leading Talent Managers to create a nationwide educational program for the Polish managerial staff called Talent Club. The programme aims to encourage managers to develop their talents, skills and knowledge of using special tests and studies to be conducted among the managerial staff.

The Talent Club also will allow the examination of the managerial staff job satisfaction, lifestyle and professional development opportunities. Each visitor to www.talentclub.pl has the opportunity to profile her or his own assumptions. Participants in the program may grow more systematic information about themselves, the results that can achieved in using tools like Extended DISC and the range of available tests.

English translation of website:
http://209.85.171.104/translate_c?hl=en&sl=pl&tl=en&u=http://www.talentclub.pl/

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