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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“of going into leadership because we're used to doing it ourselves. You have to learn to quit being rid all the time and quit being smart all the time and quit thinking this is a contest about how smart you are and how right you are and realize that I'm here to make a positive difference in the world. And me being smart and me being right is probably no longer the way to do that. See, when you're in school, you take test after test after test after test. You have to prove you're smart over and over. Thousands of times you have to prove you're smart. It's very difficult to stop. We're programmed to prove we're smart. And it's hard to stop. So I was interviewed in the Harvard Business Review and asked a question related to your question. What's the number one problem of all the successful people you've coached over the years?”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Four months good job six months good job seven months idiots in finance you know what you would say then you know you've really worked hard you went seven months without doing that you shouldn't have said that I said you're right I'm going to apologize situation A did behavior change yes did perception change no situation B did behavior change yes did perception change yes and you're making an excellent point in leadership it doesn't matter what we say It only matters what they hear If they don't hear it, it doesn't matter if we said it or not.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Scenario A, you get feedback. I'm going to pick a simple example making destructive comments. I picked that because you couldn't get simpler. So I get the feedback. I make too many destructive comments. Okay, quit doing it. Just quit doing it. I go seven months to never make a destructive comment about anyone. Now back to your good point. Seven months later, I say idiots and finance stupid bean counters. How to get anything done as stupid company that's run by accountants. You hear me. Your reaction is he's never changed. Here's what happens though when you do follow up. I come back immediately and have this conversation. You don't believe I'm going to change. You don't believe I'm going to change. You think, well, they went to this course, temporary religious experience. This will never last. What happens, though, two months later when I come back and say it's been two months, I want to do a great job of not making destructive comments, be a good team player, give me ideas. Now you think about it. You think, wait, you've done a good job.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Four months ago, I said it wanted to be a positive and open-minded listener. Based on last two months, give me ideas for the next two months, six months, eight months, ten months, 12 months. Well, what happens when you do this is, this is a research study from 86,000 people, leaders that don't follow up and don't talk to people, guess what? Don't get better. Improvement looks like random chance. Leaders that do talk to people and follow up to the degree they make it a systematic process, huge improvement. And what I've learned is people don't get better because of me. They get better because of themselves and the people around them. I'm a facilitator more than I'm an expert.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Bub, for forty five years of an answer to question. Now I do know. I know who changes, who doesn't change, why people change, why people don't change. And the key to making change last is, and by the way, I've done a research study called Leadership as a Context Board. If anyone would like to see a copy of the research, send me an email. Marshall at Marshallgoldsmith.com, I'll send you a copy of it. And it's $86,000 people from all around the world. And the key to making everything work is you have to follow up and stick with it. What's that sound like? You know, Mr. Colleague, two months ago, I said I wanted to be more positive and open-minded listener. It's been two months. Based on the last two months, give me ideas for the next two months.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“So that's responding. And then the next thing is they focus on changing. I had been in business 12 years before anyone asked me the great existential question. What was it? Does anybody ever really change? Well, I have a background in mathematics. I have no research to prove it, so I guess I don't know.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“I'm not going to ask you for more feedback about the past. I'm going to ask you for ideas for the future. If you have ideas to help me be a positive and open-minded listener in the future, what might they be? Whatever the person says, sit there, shut up, listen, take notes, say thank you, don't judge and don't critique. And then they listened to the ideas and they say, thank you. I cannot promise to change everything everyone says. I can promise though to listen to everyone, to think of these ideas and do what I can. I cannot change the past. I can change the future. You know, I can't get better at everything. I get better at this. And I'm going to involve you and ask you if you don't mind to help me get better.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“The first thing I want to say is, you know, how grateful I am. I don't know who said what. Many people said many things to try to help me. I have nothing to lose and much to gain. Second, much of my feedback is positive. Ethical, dedicated, hardworking. I care about the company and our customers and creative and getting results. These are important things to me. I hope mine score high and did. I do not know who said what. I know a lot of people took the time to help me. And I just want to say how grateful I am. Then they don't say but. They say, and there's something I'd like to improve. For example, I'd like to be a better listener. If I haven't listened to you or the other people in the past, I'm sorry, please accept my apologies. There's no excuse.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Well, what I do is I give everyone confidential feedback. So every leader I work with gets confidential feedback from their colleagues. The average person I coach gets feedback from 18 people. So, you know, and these reports are very, they're hard to hear sometimes because they're not used to getting honest feedback. And so they get feedback from a lot of people. These might be board members. They might be direct reports, peers. And then they get this feedback and they say, okay, I feel good about X. I want to get better at Y. I say, fine. Then they need to talk to you. If they're not the CEO, they talk to the CEO. If they are the CEO, they talk to the board. Say, all right, are these the right behaviors and the right people? And they say, yes. And then the next thing is I teach people how to respond to feedback. They go back and talk to everybody and say, for example, you know, thank you so much for participating in this process.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Both both. I mean, you can definitely see, if you don't change your beliefs about yourself, it can be hard to change your behavior. Or as I said, even if you do change your behavior, you don't feel real or authentic. So that's why I think it's really important to look at both the way you do look at yourself that you identify your self-concept, your identity, whatever that might be, and also your behavior.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Can't listen You say, I'm a good listener, you know, and I'm thinking, well, that's not the real me. I'm just pretending to be a good listener because the real me is no good at that. So a lot of our beliefs are very self-limiting. And by the way, this is not limited to people at the bottom of the food chain. People like Coach are at the top of the food chain. And they still do this. That's just the way I am stuff.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I think we have a lot of self-limiting beliefs. And the self-limiting beliefs, a lot of these come from inside us, basically, I can't do this. I can't do that. This is just the way I am. One of the most common problems is this is just the way I am, is if we have some real, quote, real fixed identity that lives throughout time. And I have to really work on people to change that. Even smart people say things like this. You know, I can't listen. I can't listen. I've never been able to listen. I can't listen. Well, look in their ears. Why not? You got something stuck in there? Why can't you listen? Do you have any curable genetic defect that is prohibiting you from listening? Well, you know, yeah, as long as we tell ourselves, that's the way I am, two things happen, both bad. One, we inhibit the odds on ever getting better. Two, even if we do change our behavior, we don't seem authentic to ourselves. We feel like a phony. Because if the real me.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“Oh yeah, anyone can be a leader assuming they have basic qualities to get along in life. Yeah. Yeah. I mean, I often ask a question, are leaders made or born a common question? And I can answer one thing definitively. Are you ready? 100% of every leader I've ever met, and I've met many, have been born. They've all been born. So the only question is, can leaders become more effective? And the answer to that is a definite yes. I have researched from thousands of people that leaders can definitely increase their effectiveness.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“A leadership number one, I never like to get into semantic debates. So when I give you a definition, just look at it as my definition, not the right definition. Paul Hersey Male mentor taught me that. He said, there are many definitions of words, so don't get into semantic arguments just to find what you mean and just leave it at that. So for me, I like his definition. Leadership is working with and through others to achieve objectives. And the key word in the definition is others, as opposed to doing it by yourself.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT
“See, when you're in school, you take test after test after test after test. You had to prove you're smart over and over, thousands of times you had to prove you're smart. It's very difficult to stop. You have to learn to quit being right all the time and quit being smart all the time and quit thinking this is a contest about how smart you are and how right you are and realize that I'm here to make a positive difference in the world. And me being smart and me being right is probably no longer the way to do that.”
2022-07-12 · The Knowledge Project with Shane Parrish · Marshall Goldsmith: The Essentials Of Leadership · IDENTIFIED FROM THE TRANSCRIPT