Marshall Goldsmith

FEBRUARY 3, 2014

The consistent and ongoing misassumption of almost all leadership development programs is “if they understand, they will do.” ” This assumption is not valid in any aspect of our lives, and leadership development is no exception. The company had developed a well-thought-out profile of desired leadership behaviors.

360-Degree Feedback 166

360-Degree Feedback Follow-up Ethics Learning-by-Doing 166

Marshall Goldsmith

AUGUST 22, 2011

I may be the only executive educator who actually measures whether the participants in my leadership development courses actually do what I teach--and then measures if they are seen as becoming more effective leaders. Their answers had nothing to do with integrity, ethics, or values. The 'do-nothings' were good people with good values.

360-Degree Feedback 129

360-Degree Feedback Prahalad Follow-up Participative 129

HR Digest

AUGUST 13, 2023

Being proactive in supporting employees’ professional growth by identifying development opportunities and offering resources or training programs. It enables employees to express their ideas, concerns, and feedback freely, fostering a sense of psychological safety and trust.

Environment 52

Environment Positioning Strategy Diversity 52

Marshall Goldsmith

DECEMBER 31, 2012

I am probably the only executive educator that you have ever heard of who actually measures if the participants in my leadership development courses do what I teach – and then measures if they are seen as becoming more effective leaders. Their answers had nothing to do with integrity, ethics, or values. ” Tough Questions.

360-Degree Feedback 102

360-Degree Feedback Follow-up Bottom-up Participative 102

Marshall Goldsmith

OCTOBER 16, 2012

The consistent and ongoing misassumption of almost all leadership development programs is, “If they understand, they will do.” ” This assumption is not valid in any aspect of our lives, and leadership development is no exception. The company had developed a well-thought-out profile of desired leadership behaviors.

360-Degree Feedback 96

360-Degree Feedback Follow-up Ethics Training 96

Marshall Goldsmith

MAY 3, 2011

I just reviewed my 360-degree feedback. While listening to Steve speak openly to coworkers about his efforts to develop himself, I realized how much the world has changed. Twenty years ago, few CEOs received feedback from their colleagues--or candidly discussed that feedback and their personal developmental plans.

360-Degree Feedback 115

360-Degree Feedback Gordon CEO Learning-by-Doing 115

HR Digest

NOVEMBER 2, 2021

Thanks to the innumerable pros of a 360 reviews, we can now apply this process in every company that cares about the progress and work ethics within its premises. How to Conduct Employee 360-Degree Performance Reviews. Here’s a short guide on how to conduct 360 performance reviews and how to get the most out of them.

Performance Review 52

Performance Review Review How To Creativity 52

Harvard Business Review

MAY 23, 2014

Hence much of the management world operates under the illusion that employees are generally ethical, and that bad apples are not only an exception but also easy to detect. Even less ethical individuals will be more likely to act morally if they are engaged at work. Pair them with ethical peers. Lead by example.

Management 14

Management 360-Degree Feedback Ethics Morale 14

Harvard Business Review

SEPTEMBER 12, 2011

Higher-ambition leaders are able to integrate multiple business disciplines (strategy, ethics, marketing, finance and so on) into a coherent, systemic approach for building a great company. Moreover, these leaders remain open to learning through feedback and reflection. Personal Integration.

360-Degree Feedback 15

360-Degree Feedback Ethics Education Finance 15