Marshall Goldsmith is a renowned executive leadership coach and author. With degrees from Rose-Hulman Institute of Technology, Indiana University, and UCLA, Goldsmith has built a career spanning over four decades in academia and executive coaching. He is credited as a pioneer in the use of 360-degree feedback and has worked with CEOs from over 200 companies, establishing himself as one of the world’s leading executive coaches.

As an author, Goldsmith has written or edited over 40 books, many of which have become bestsellers, including “What Got You Here Won’t Get You There” and “Triggers.” His work has been recognized with numerous awards, including The John E. Anderson Distinguished Alumni Award from UCLA. Currently residing in Nashville, Tennessee, Goldsmith describes himself as a “philosophical Buddhist,” a perspective that often informs his approach to leadership and personal development. His influence extends beyond the corporate world, with his insights shaping the field of executive coaching and leadership development globally.

“My mission is to help successful leaders achieve positive long-term change in behavior for themselves or people in their teams.” – Marshall Goldsmith

• Achievement Doesn’t Guarantee Happiness: Happiness and achievement are independent variables. Marshall states, “Achieve to achieve. But don’t ever think achievement is going to make you happy.” Michael Phelps and Albert Barlow (CEO of Pfizer) illustrate that even extraordinary achievements don’t necessarily lead to lasting happiness or satisfaction.
• Avoiding self-stereotyping: Many of our perceived limitations are self-imposed and can be overcome. Leaders should be cautious about how they stereotype themselves, it can significantly limit their potential.
• Leadership is always changing: Modern leadership is evolving from a top-down approach to a more facilitative role. Peter Drucker states that, “The leader of the past knew how to tell, the leader of future knows how to ask.” Today leaders need to be more collaborative, ask questions, and involve team members in decision-making.
• Stakeholder-centered coaching: Marshall’s coaching methodology, which he calls “stakeholder-centered coaching,” focuses on helping leaders learn from everyone around them. He emphasizes the importance of getting feedback from stakeholders, listening to it, and making measurable changes based on that input. This differs from more introspective coaching methods and focuses on practical, observable behavioral changes.

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