Executive coach and best-selling author, Marshall Goldsmith, on personal and professional leadership skills. Goldsmith has helped successful leaders achieve positive lasting change in behavior for themselves, their people and their teams and has been featured in a The New Yorker profile, Harvard Business Review interview, Forbes feature story and Business Strategy Review cover story (from the London Business School).
He is one of the few consultants who has been asked to work with more than 100 major CEOs and their management teams. Here are the topics covered in this DVD:
* Behavior change for leaders with expanding roles
* Listening Skills and motivation by not “adding too much value.”
* Asking for Feedback
* Avoiding Favoritism
* Team Building without time wasting or “Feedforward”
* Having to win too much
* Destructive Comments
Goldsmith’s work helping successful leaders achieve positive lasting change in behavior for themselves, their people and their teams has been featured in a The New Yorker profile, Harvard Business Review interview, Forbes feature story and Business Strategy Review cover story (from the London Business School).
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I was privileged to hear General Mills CEO Steve Sanger tell 90 of his colleagues: “As you all know, last year my team told me that I needed to do a better job of coaching my direct reports. I just reviewed my 360-degree feedback. I have been working on becoming a better coach for the past year or so. I’m still not doing quite as well as I want, but I’m getting a lot better. My coworkers have been helping me improve. Another thing that I feel good about is the fact that my scores on ‘effectively responds to feedback’ are so high this year.”
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While listening to Steve speak so openly to coworkers about his efforts to develop himself as a leader, I realized how much the world has changed. Twenty years ago, few CEOs received feedback from their colleagues. Even fewer candidly discussed that feedback and their personal developmental plans. Today, many of the world’s most respected chief executives are setting a positive example by opening up, striving continually to develop themselves as leaders.
In fact, organizations that do the best job of cranking out leaders tend to have CEOs like Steve Sanger who are directly and actively involved in leadership development. That has certainly been my experience. This has also been confirmed by a research project at Hewitt Associates, one of the largest HR consulting firms. Hewitt and Chief Executive magazine put General Mills on their latest list of the top-20 companies for leaders, among such familiar names as IBM and General Electric.
Hewitt found that these organizations tend to more actively manage their talent. They put lots of focus on identifying high-potential people, better differentiate compensation, serve up the right kinds of development opportunities, and closely watch turnover. But crucial to all these efforts were CEO support and involvement.
No question, one of the best ways top executives can get their leaders to improve is to work on improving themselves. Leading by example can mean a lot more than leading by public-relations hype.
Michael Dell, whose company made the Hewitt list, is a perfect example. As one of the most successful leaders in business history, he could easily have an attitude that says, “I am Michael Dell and you aren’t! I don’t really need to work on developing myself.”
Michael, however, has the opposite approach. He has done an amazing job of sincerely discussing his personal challenges with leaders across the company. He is a living case study from whom everyone at Dell is learning. His leadership example makes it hard for any leader to act arrogant or to communicate that he or she has nothing to improve upon.
Johnson & Johnson, tied for first on the top-20 list, has successfully involved its executives in leadership development. Its CEOs and top executive team regularly participate in a variety of leadership-building activities. Having a dialogue with the CEO about his business challenges and developmental needs makes it a lot easier for employees to discuss their own business challenges and developmental needs.
Executive candor can even help turn around a troubled company. Consider Northrop Grumman, the aerospace defense contractor. CEO Kent Kresa inherited a company that had a poor reputation for integrity, a battered stock price, and an unfortunate reputation as one of the least-admired companies in its industry. His leadership team reversed the company’s poor image and engineered an amazing turnaround – ultimately becoming the Forbes’ most-admired company.
From the beginning of the process, Kent led by example. He communicated clear expectations for ethics, values, and behavior. He made sure that he was evaluated by the same standards that he set for everyone else. He consistently reached out to coworkers. He didn’t just work to develop his leaders–he created an environment in which the company’s leaders were working to develop him.
Unfortunately, in the same way that CEO support and involvement can help companies nurture leaders, CEO arrogance can have the opposite effect. When the boss acts like a little god and tells everyone else they need to improve, that behavior can be copied at every level of management. Every level then points out how the level below it needs to change. The end result: No one gets much better.
The principle of leadership development by personal example doesn’t apply just to CEOs. It applies to all levels of management. All good leaders want their people to grow and develop on the job. Who knows? If we work hard to improve ourselves, we might even encourage the people around us to do the same thing.
Harvard Business.org on June 10, 2008 added a new video, an interview with Marshall Goldsmith on Executive Coaching. Marshall responds to questions submitted to HarvardBusiness.org’s “Ask the Coach” blog. Advice for managers who want to learn how to influence up and become leaders in the future.
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.
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?
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.
or here http://www.whatgotyouhere.com/html/Marshall_Goldsmith.htm
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.
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.
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
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.
By Annette Miller, MBA, president of LifeSync Coachingsm (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).
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.) 2Encarta 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,
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).
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.
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 Assessmentwere 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.
With effect from 15 April 2008 the company Extended DISC (Division of North America) became an official partner of International Coaching Federation. IFC Organization brings together 14 thousand members in 80 countries worldwide. Their mission is to integrate, support and sustain the profession Coach through the implementation of programmes and labour standards in coaching. More information can be found on the website.
Dear ICF Member,
We are proud to be an official ICF Resource Partner and offer the best in behavioral assessments for your coaching practice and clients.
“Extended DISC® provides information you need.” - Dr. Marshall Goldsmith
Author of What Got You Here Won’t Get You There, a New York Times best seller, Wall Street Journal #1 business book and winner of the Harold Longman Award as the Best Business Book of 2007.
One of 50 great thinkers and business leaders who have influenced the field of management over the last 80 years – American Management Association
One of the top 50 most influential living management thinkers – The London Times
One of the most influential practitioners in the history of leadership development – BusinessWeek
One of the top ten executive educators – The Wall Street Journal
One of the five most-respected executive coaches – Forbes
One of 16 major thought leaders in his field – The Business Times
America’s preeminent executive coach – Fast Company
More information on coaching with Extended DISC can be found at:
Posted by extendeddisc 
Posted by extendeddisc 
Posted by extendeddisc 
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.
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