YouSaid · the spoken record

Marshall Goldsmith

lines on the record: 115
first: 2022-07-12
most recent: 2022-07-12
sittings or episodes: 1
sources: podcast

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“Now, why do they do that? How many men actually go into the bar and say, you know, I want a Budweiser beer? Why? I love that little doggy and the horse. So cute, I love him. How many buy beer because of the dog and a horse? Lots. They're not spending that money for no reason. Know the trigger, they know that that little story is going to have you buy beer or they wouldn't be spending the honey. So understanding where other people are coming from could be good, could be used to help them. Could be manipulative, could be used to trick them or manipulate them. The second type of empathy is the empathy of feeling. I feel your joy. I feel your pain. Could be good. It makes you understand people better, connect with them. It could be a disaster. I'm the coach of the head of the St. George Children's Hospital.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“So I talk about four types of empathy, and it's good to look at all four, and it's back to your question about others and connect it to them First type of empathy is called the empathy of understanding. Now empathy simply means putting yourself in the other person's frame of mind and understanding the world from their perspective or feeling the world the way they feel it or all that. The first empathy is the empathy of understanding understand you. Understand why you feel the way you do. Well, that's good, you think, very positive. Could be good, could be bad. It could be used to help you. It could easily be used to manipulate you. Me give you an example, Budweiser Beer. I spent hundreds of millions of dollars on ads with a little dog and a horse.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I think the best way to improve our communication with people is not to ask me for suggestions, but to ask them. So let's say you want to do a better job of communicating with Mary. You know, the best person in the world to help you that might be? It might actually be Mary Ask them I can give you generic answers, but that may or may not fit your issues As the real people that you work with Now one thing I talk about in the new book is empathy and it's related to this concept empathy is an interesting thing up until a couple years ago I just saw empathy as a good thing sounds good fuzzy warm has lots of empathy I thought well that sounds good and I started studying empathy I realized it's sometimes good But too much empathy can be a disaster”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“You need to breathe, you need to, where am I? What's important now? Who's here? Breathing, breathing, breathing. Slow down, start over. Slow down, start over. Slow down, start over. If you don't Everything just becomes a blurb.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“So, when you ask people what they are proud of, they often tell you great things you didn't even know. And it's another great way you can recognize people. So I think a couple of things on giving recognition. The other thing you talked about, though, is this ongoing Zoom call after Zoom call after Zoom call thing. One of the great leaders in our group is Margot Georgiottis. Margot was the CEO of Ancestry.com before that, CEO of Mattel. She turned ancestry around. She sold it to Blackstone for $4.75 billion, amazing woman. She said, You know, this may be the least important Zoom call of the week for me and maybe the most important one for them. And what you need to do is a leader is you need to stop and breathe before every different interaction breathes, stop. If you don't, they all start to blur together.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Twice a week, once on Wednesday, once on Friday, look at the page. Did anyone on this page do anything I should recognize? If they did, email voicemail, say thank you, little note, nothing too fancy. If they did, if no one did anything, he didn't say anything. He didn't want to be phony. One year, 6 to 194. That's all he did. To me, you don't have to have fancy programs to recognize people. You need to have the discipline to ask yourself, should I be recognizing people? That's one thing. A second technique is start asking people a question. Tell me, what are you proud of?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I'm going to make a couple of reflections on this because you really brought up a couple of different issues. I'm going to give you all your listeners one suggestion on giving recognition. And it works just as well in a virtual environment as it does in person environment. And I've never seen a fail. One of my clients taught me this. He went from a six percentile and provided recognition to a 94% in one year, six to 94. So what'd you do? It's not too complicated. He made a list of everyone that was important in his life. Friends, family, direct reports, colleagues.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“As leaders' behavior is actually improved, the expectations of leaders has actually gone up far faster than their behavior change. So today companies can't tolerate bad leaders because employees won't put up with them. In the old days, nobody liked being managed by a bully. Nobody liked a bad leader. Nobody liked being talked down to, treated like an idiot. But they had to put up with it. Name a choice. Today people have a choice. And you know what they'll say? Goodbye, especially after COVID. Goodbye. They're not going to put up with that. It doesn't mean leaders are worse than they used to be. It just means the expectations are higher than they used to be and employees have a lot more power than they used to have.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Very interesting question. Now I just wrote an article in Chief Executive Magazine about this very question. And what did I say? Feedback on leaders is worse and worse and worse than it's ever been. Behavior of leaders is better and better and better it's ever been. Leaders today are more effective than any time in history. I mean, people say are leaders, bullies today compared to the past. Hello. Did you ever read a history book? Wake up. We used to have things like slaves and we used to have people building pyramids. And we used to have kings who would chop your head off for no reason. That was the world we were brought up in. We're leaders worse then? Of course they were. Were they bullies in? There was no question about being a bully. How about negative feedback? Did you give them negative feedback? What happened? They chop your head off if you gave them negative feedback. Leaders today are much better. Here's the problem. The standards are much different.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Said, you know, in the past, the leader of the past knew how to tell the leader of the future is going to ask. Like you said, they're going to be inclusive. They're going to ask. In the past, it was a different world. In the past, the leader knew more about what they were doing than the followers. In the future, the followers know more than the leader. If I got a CEO who knows more about marketing than the marketing person and more about finance than a finance person, more about HR and the HR person, they do not have a leadership problem. They have a selection problem. They got the wrong staff. You want them to know more about what they're doing than you. Well, if I manage you and you know more about what you're doing than I do, I can't tell you what to do and how to do it. I have to be inclusive. I have to listen. I have to involve you. Why? Because I don't know enough to tell you what to do. And back to the other example, I'll probably do more harm than good.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Peter Drucker, I got ranked number one leadership thinker in the world. My intellect compared to Peter Drucker is out of a 10 year old, I can tell you, this guy was smart. He was playing with a different deck than I was. And he taught me many things that”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“And a requirement of the job. He uses the example of Phil Jackson coaching the Chicago Bulls in Dennis Rodman. And Dennis Rodman, you know, had yellow hair or purple hair. Phil Jackson didn't care. He led the league in rebounds. And maybe Phil Jackson did or did not love his multicolored hair. The point Roosevelt made is, so what? He didn't That's his choice whether I like his hair or not is irrelevant. This is not a fashion contest, it's a basketball game. And really sorting that out is another helpful way. The other thing is, though, ask people for input about yourself and you focus on you getting better more than just judging everybody else. So Peter Drucker, I was on the advisory board of the Peter Drucker Foundation for 10 years.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, being more inclusive, I think, is very important. I am not an expert on unconscious bias, but let me tell you what I do teach people. The book is dedicated, my new book is dedicated to Roosevelt Thomas, who is the world's expert on diversity. And he taught me a lot. I'm not an expert on topic, but he did teach me a few things. And the first thing he realized, different people have something called different reference groups They have different heroes. They look up the different people. And it doesn't mean they're good or bad. But if you understand that, you're much less likely to hate people or discriminate against people. The other thing he said is you always differentiate between what he called a preference.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“It and you just breathe and you say, All right, it's a new day Forgive yourself for whatever happened. Make peace. Move on. And like Coach K, next play. Move on. Don't live in the past Again, there's this assumption that when I get this stuff, everything's going to be okay. What is the Great Western art form? We've been hammered millions of times you get hammered with the same message. The Great Western Art Form sounds like this. There is a person. The person is sad Oh, very sad They spend money they buy a product and they become happy This is called a commercial have you ever seen one of those before? How many times have you seen that message? There was a person who was sad they spent money and became happy. Millions of times as hammered into your brain.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“You can't sit there and say, I used to be the CEO of something. You got to be where you are. Gonna find meaning now. What you did was great. You did it. That was nice. The previous versions of you did that, you know, good for them. That's not you. What are you doing now?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I mean, how vicarious is that? You know, PewDiePie is? PewDiePie's internet star. People have probably spent a billion hours watching him play video games. Some sarcastic Swedish guy. Over a billion hours have been spent watching the Kardashians for what? They don't care about you. You're living someone else's life. And one of the key points is live your own life. And by the way, when you live in the past, you're living someone else's life too. The guy sitting at the bar talking about Super Bowl III He wasn't in Super Bowl three. A kid was in Super Bowl three, a young version of him fifty years ago was in Super Bowl three, not him. Well, that's just another form of vicarious living. He's living with what he used to be. I've done nine programs in my house with retiring CEOs And first thing I tell them is. Can't live in a”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“You feel bad, you know, he says next play, next play, next play. You have a great play. You're going like this. Next play. You don't jump up and down and live in the past, you don't put yourself down about the past. It's over. It's over And one of the things I talk about is vicarious living. One of the huge problems in our society today is vicarious living, living our lives through others, not living our own lives. The average American kid that's flunking out of school spends 55 hours a week on non-academic media. Video games, movie, TV. Non academic media They're living someone else's life. I was talking to my son about this, about wasting your time playing video games. He said, how you think video games are bad is nothing. He said, people spend over a billion hours watching somebody else play video games.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“And you know, when she said, You're right, you aren't that person. That's not fair. Well, you know, we all change. We're not the same person you were 10 years ago. And the first thing is just let go of that. Let go of that and just realize, you know, I could be the person I need to be now. I mean, I went to UCLA and had a pretty great basketball coach called John Wooden when I was here. And John Wooden never focused on results at all. You know what he said? All I focus on is the process and do your best. If you do your best, you know what? Be proud. If you lose, be proud. You win, be proud. If you don't do your best, you have nothing to be proud of. And he said he never focused on the outcomes. The coach of Duke, same thing. Coach K, what does he say? You have a terrible play.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“If anybody did that many nice things, what should you say to those good people? Thank you. Thank you. Thank you. Now, did they make some mistakes in life? Of course they did. Let it go let it go. So one thing is don't live in the past and beat yourself up over the head for things the previous versions of you did. There's a great story in the book guys riding in a car with his wife and they had a great time with the kids over the weekend. They're so happy. And she starts in on, well, you know, 10 years ago you were never around and you didn't do this and that and the other. And he said something. He said, you know, you know, you kn Was a different person He said, I'm not the person I was ten years ago. Hopefully I'm a better person I've tried. And the person ten years ago made some mistakes. I'm not that person.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, I'm going to share a technique I talk about in the book. And this is called the every breath paradigm. So I'm a Buddhist. I'm not a religious Buddhist. I'm a philosophical Buddhist. I probably read 400 books about Buddhism. So I know more about Buddhism. I know about what I got a PhD in. Buddhists belief is every time I take a breath, it's a new me. So you breathe. Knew me, knew me, knew me. Everything that happened before this second in time was done by an infinite set of people. They were called the previous mees. So, the first thing is you breathe and you think about all the previous issues. Think of all the gifts they've given you that's listening to me right now. Think about how hard they tried how many people they helped.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“And if you're not, what's the point? So why exactly am I working eighty hours a week? Why? Well, if there's no larger purpose, why am I doing this”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“There's an old saying it's lonely at the top. It used to be lonely at the top. Today it is lonely er at the top. People are lonely out there. People are lonely, and just having a group of people to talk to where nobody's going to put you on social media, make a fool of you, where you can just be a human. One person said, I get to be a human one hour a week. It's a big deal. So I think having a support group is more important today than ever. Having people to help you, they try to, you know, kind of support you. They're not trying to put you down. And also very few of us live in the community that we were brought up in. Most of us don't. We don't have this community anymore. And we're So I think it's a support group really important. And over COVID, I spent four hundred hours doing this.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, you know, I think it can be very important. Let me give you the background of what I did over COVID, which led to my last book. That is this. We ended up with 50 or 60 amazing people. And I can mention their names, they're all in the book. One of them was Palasal, who's a great basketball star, Curtis Martin, NFL All-Star, Telly Lung, Broadway Star. We had the head of the Olympic Committee, the head of Russell Investments, the head of Ancestry.com, we had all these CEOs, president of the World Bank, just an amazing, amazing group of people. Every weekend they talked about their lives. And every week they would say, Here's what I feel good about in my life. And here's what I've done wrong. And please give me help. I just help me. And they try to help each other over and over and over and over again. Well, they loved it. Why?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Let all that other stuff go. It's just a distraction. Don't think about winning the tournament. That's a distraction. Don't think about the results. Hit the shot. And the other thing is forgive the other people for being who they are. And forgive yourself for wishing they were somebody else. Let it go Don't make yourself miserable because people in front of you are idiots.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Exactly. I tell a story, the golfer and the beer can. So there's a golfer going to his little country club. He's playing for the club championship, right? Last hole. Noisy people in front of him drinking beer very annoying, but he concentrates. He hits a drive, almost perfect. Somehow the ball goes over into the rough, a terrible lie. What happened? He walks up to the ball, a beer can. The idiots in front of him left a beer can on the fairway. He is so angry. What does it go for need to do? Forget about the drive. Forget about the beer can, forget about the idiots, come up with a strategy, breathe, focus on the process, hit the shot in front of you. Hit the shot in front of you. That's it.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“And the way you do it is you love the process of what you're doing. You do your best. It's connected to a higher purpose. And you achieve what you achieve. You win, you win. If you lose, you lose.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“He said, I finally realized happiness and achievement are independent of variables. You can achieve a lot and be happy. you've allotted me miserable you achieve nothing and be happy you achieve nothing and be miserable through independent variables And if you know when I talk to Safi. I told him how much you have to achieve. We need two pages in Stanford. Another hundred million bucks? Startups and more companies, consult a couple more presidents? What does it matter? On achievement, you're a 99.9999 now. You think it's going to matter. You get to a 99.9999999999999999999999? It's not going to matter. You're just going to find something else to do And it was a great breakthrough for him because he realized you can be happy without dependency upon the next achievement.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Not going to win. You're not going to win. So, what I talk about in the book is it's great to try to achieve things, but don't become fixated on the outcomes. One of the most brilliant people I've ever met, his name's Safi Bakal. Safi was a small business guy, started up 10 or 12 companies, made tens of millions of dollars. Has a PhD in physics from Stanford, as an IQ probably equal to mine and yours combined. Just a brilliant guy wrote a book called Loonshaws. He's consulted to presidents on and on and on. So Safi is one of the people I spent time with over COVID during Zoom calls every weekend. And he said he finally realized something. He's a scientist. He said he finally realized that. I always thought happiness was a dependent variable based upon achievement. That I will be happy after I achieve.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I called Albert. How'd you do last year? Pretty good, you know. Came up with this vaccine, saved a billion or so lives. That's pretty good. And stocks an all-time high and CEO of the year. Book and oh, blah, blah, on and on a pretty good year. So what's your problem in life? He said, I have a huge problem next year. Next year, if his value as a human being is he has to do better than last year, pack it in. He will never do better than last year. Happens to the Super Bowl champions disaster Michael Phelps won 25 gold medals more than anyone in history. What do you think about doing everyone is less medal? Killing himself. That's it”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“That's all nonsense. It's all going to be a great win. When is an old person waiting to die? That's when. You know, there's no win there. And one type of book always ends with, and they lived happily ever after. That type of book is called a fairy tale. That's not the real world. That's a fairy tale. In life, we're constantly reinventing ourselves. And the first thing I talk about is never place your value as a human being on the results of what you're trying to achieve. I mentioned Albert Burla who endorsed the book from Pfizer.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“As soon as you achieve something, if that's all that matters, guess what you're going to have to do? Achieve more and more and more and more and you never get there. So it's really, this is counter to Western philosophy We have been hammered that achievement is good. About 98% of all self-help books tell you achieve more, delay gratification. Here's how you can achieve more. On the assumption that once I achieve more everything will be okay. The great western disease is it's all going to be defined when, followed by when. I get the money status, BMW, condominium. Everything's going to be okay after that. There's no win.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Some people are lost in the aspiration phase. They have lofty ideas and dreams. They don't achieve much, but they think a lot about big things. The people I coach and most of the people on this podcast, If they're not careful, they overweight ambition and achievement. They're lost in achievement. And the one thing I really focus on in my new book is this never make your value as a human being conditioned on the results. What you're trying to achieve. Never do that. It's a fool's game. It is a fool's game for two reasons. One, you don't control the outcomes. A million variables impacting anything we're trying to do in life today. You don't control that. And number two, what happens if you do achieve stuff? How much satisfaction does that give you in life anyway? A week, a month, a year? Not much.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Your aspirations you have to have something. Why am I doing this? Some reason for existence that's beyond just getting things done. You need a why. Two, your ambitions, those are the achievements that you have. And then number three is your day-to-day activities. That's the life you're living every day. And to the degree these three things are aligned, you're probably going to have a great life, which not always as easy as it sounds. What happens is if you look at the history of the world, Most people in the history of the world were kind of stuck in the action phase, that day-to-day activity. We didn't have a lot of control in our history. We pretty much did what we were told, were born where we were supposed to be, played our role in life, and we just lived from day to day. Not a bad thing. That's the way it was.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, this is a different question than corporate success. If you look at life, my new book, I talk a lot about that. And I talk about three things. What's it take to have a great life? All right. And to me, great life is not measured by how much money you have or how much status you have. What does it take to have a great life? First, I'll talk about three things I don't discuss in my book and then three things I do. The ones I don't discuss are number one is health. You need to have good health, but I'm not writing a book on health. Two, you need at least the kind of middle class level of income, and I'm not writing a book about that. And you need to have great relationships with people you love. And this book is only partially about that. Assuming you've got that, you need three things.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“One woman raised her hand. I said, Are you trying to change mommy or daddy? She said, Daddy, I said, what's daddy's problem? She said he doesn't have a healthy lifestyle. I asked her, how old is Daddy? She said, 94 years old. Leave the old boy alone. You want to smoke a cigar? Old man smoked too. Who cares? He's ninety-four. Well, you know, people don't care. Don't waste your time. Your time as a coach in with people that do care. You're the only ones that are going to get better anyway”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“My friend Alamalia mention CEO of the United States Hubert Jolie O Best Bai Spectacular Leader turned the company around Albert Burla CO Pfizer did a few important things last year. Francis Helsselbein won the presidential medal of freedom. Peter Drugger said it's the greatest leader he's ever met. Oh, you know, Shishavani just got nominated for a Nobel Peace Prize. James Downing, head of St. Drew's Children's Hospital, et cetera, et cetera, et cetera. Well, you know what? Key to being a great coach, work with them. And the other thing is if people don't care, don't waste your time. Have you ever tempted to change the behavior of a husband, wife, or partner, had no interest in changing? How's that working out for you? I was teaching my class that, you ever try to change mommy and daddy that had no interest in changing? How'd that go?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“It says in my fifty year career as an executive educator and coach, I've been blessed to work with many of the greatest leaders in America in theory I'm supposed to help them. In practice I've learned far more from them than they've learned from me. And then I go on to talk about how great they are Well, they talk about how great I am Talk about how great they are. You know what? However great I am because of them. Anybody would look like a good coach if you coach the people I coach. Some of these Jim Kim president of the World Bank saved 22 million lives when he's had a partner in health.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, if you ask me a lesson, you know, I can rank number one coach in the world for years. Nobody knows I'm a good coach. I can't sit there and say I'm a better coach than everybody. How do I even know that? I don't. One thing I have got, though, I got the best clients. Number one, I talk to my clients. I say, if I work with you, you will do the following. You will get feedback. You will talk to people. You will follow up. You will work hard. You will, will, will, will, will. And then I say, guess what? If there's any of that you don't want to do, It's okay I just won't work with you I just won't work with you. Now one thing I'm real proud of in my new book The Earth is the first six pages. Six pages of my clients. And the one thing I did in this book that I love”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I said, what should I learn about coaching from you? Well, he taught me a lesson that changed my life. He said, your biggest challenge as a coach is one thing, customer selection. You pick the right customer. Your coaching process always works. You pick the wrong customer. Your coaching process will never work. And he said, never make the coaching process about yourself and your own ego and how smart you think you are. Make it about those great people you work with and how proud you are of them. Then he said, Is the CO4 my job ain't that different? I don't design the cars. I don't build the cars, I don't sell cars. I got to have great people. And every day I drive to work, I tell myself leadership's not about me. It's about them”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“1,837 percent appreciation in stock value. He also had a 97% approval rating from every employee in a union company, CEO of the air in the United States and ranked number three greatest leader in the entire world, amazing man. So I talked to Alan, my good friend. I said, Alan, of all the people I've coached, I spent the most amount of time with you coaching you and you improved the most and you were great to start with. Now said Alan, I made a chart. On one dementia is called time spent with the executive coach Porsche Goldsmith, the other debenture called improvement, and there seemed to be a negative relationship here. Now Alan, I said, the way this chart looks, had you never met me, you would really be good, continued.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I don't believe it. If they believe it, they bet on it here's the money. I bet on it. Well, when you get paid for results, you learn humility. The client I coached that I spent the most amount of time with did not improve at all and I did not get paid. The client I coached I spent the least amount of time with improved more than anyone I've ever coached. 200 people got better and I did get paid. A very humbling lesson. I made a chart on one dimension it was called time spent with executive coach Marshall Goldsmith. The other dimension was called improvement. There was a clear negative correlation between spending time with me and getting better. Well, I thought this is troubling. So I go talk to my client to improve the most. I spent the least amount of time with. By the way, I spent hours with him. He's a great friend of mine over 30 years, but actually coaching very little time. He improved the most and he was great to start with. His name, Alan Mulli. Alan went on to be the CO4. The stock went from $1.01 to $18.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, let me give you advice for coaching. I'm not going to speak about all leadership because I'm going to speak just about coaching. Okay, you ready? In my coaching for years, I didn't get paid if my clients didn't get better. Better is not judged by me or them. It's judged by everyone around them. Now, there's a great way to test if someone believes what they're saying. Ask them a question. You want to bet on it? Do you want to bet on it? Now, they say, I believe it, but I wouldn't bet on it. You know what you just learned? They don't believe it.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“It's almost never worth it. If you have to ask. There's a good bet. Don't even think about it. If you have to ask, is this going to be a good idea? You probably won't be.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“It's sometimes good to add value. I can't tell you when it is or isn't good. Now JP didn't say he never added value. What did he say? Half the time he didn't add value. In the old days, he always added value. See, if you just stop and think, you're probably going to come up with a pretty good answer. In real world, we don't stop and think. We just talk. By the way, if you have to ask at work, I'll give you a technique. Breathe. Is my comment going to improve this other person's commitment? If the answer is yes, fine. If the answer is no, breathe again. Is it worth saying? Sometimes it is. Sometimes it's not. At home breathe, breathe. Is my comment going to improve my relationship with the person I love? If the answer is no, should I say it? Will it work about half the time if you have to ask, it's not worth it at home?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Your suggestions become orders. Admirals don't make suggestions. Admiral makes a suggestion, what's the response? Aye. That suggestion is an order. So I said, JP, what did you learn from me when I was your coach that helped you the most? He said, you taught me one lesson and helped me be a better leader and have a happier life. I said, what was it? He said, before I speak, breathe. Ask one question Is it worth it? Is it worth it? He said, as the CEO of this company, 50% of the time I've had the discipline to stop and to breathe. Say, is it worth it? What did I decide? Am I right? Maybe is it worth it? No”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Incredibly difficult for smart, successful people not to constantly add value. One of my good coaching clients was JP Garnier. He was the CEO of a very large drug company called Glaxo Smith Client. I said, what did you learn about leadership as the CEO of this huge company? He said, I've learned a very hard lesson. And every time your listeners get promoted in life, this lesson becomes more real. He said, my suggestions become orders. No, he said, if they're smart, their orders. If they're stupid, they're orders. If I want them to be orders, they are orders, and if I do not want them to be orders, they are orders anyway. My suggestions become orders. For nine years, I trained the admirals of the United States Navy. What's the first thing I teach the new admirals? You get that star?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“It's not over. Well, it's hard not to win all the time. And the other thing is it's very hard for technical people not to add value constantly. So what does that mean? I'm young, smart, enthusiastic, and you're my boss. I come to you with an idea. You think it's a great idea rather than just saying great idea, our tendency is to say, well, that's a nice idea. Why don't you add this to it? Well, the quality of the idea may go up 5%. My commitment to execute this idea just went down 50%. It's no longer my idea, boss. Now it's your idea”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Case study too, even worse. You have a hard day at work, a hard day. You go home, your husband, wife, friend, or partner's there, and the other person says, I had such a hard day today. I had such a tough day. And we reply, you had a hard day. You had a hard day. You have any idea what I had to put up with today? Do you think you had a hard day? We're so competitive. We have to prove we're more miserable than the people we live with. I gave this example to my class at the Dharma Tuck School. Young guy raised his hand. He said, I did that last week. I ask him, what happened? He said, my wife looked at me. She said, honey. Just think you've had a hard day. It is not over.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I'm going to give you a case study of winning too much that almost all of my clients fail. You will probably fail and almost all the listeners will fail. Case study number one, you want to go to dinner or restaurant X. Your wife, husband, friend, or partner, wants to go to dinner at restaurant Y. You have a heated argument. You go to restaurant Y. It was not your choice. The food tastes awful and the service is terrible. Option A, you could critique the food, point out our partner was wrong. This mistake could have been avoided if only you listened to me, me, me, me, me. Option B, shut up, eat the stupid food, try to enjoy it and have a nice night. What would I do? What should I do? Almost all my clients, what would I do? Critique the food. What should I do? Shut up!”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Does it mean it's important we want to win? If it's meaningful, we want to win. If it's critical, we want to win. If it's trivial, we want to win. If it's not worth it, we want to win anyway. Winners love winning. It's very hard for winners not to constantly win.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT