Other Added - Entelechy Speaks to Marshall Goldsmith About Coaching

I recently had the opportunity to meet with Marshall Goldsmith, world authority in helping successful leaders get even better by achieving positive change in behavior: for themselves, their people, and their teams. His newest best-seller, What Got You Here Won’t Get You There, has sold over a million copies in two months!

In his coaching, Goldsmith emphasizes the importance for successful leaders to first have a realistic view of their own successes before attempting change in themselves or in others. Goldsmith bluntly states, “One reason that it is hard for successful people to change is that successful people are (in a positive way) delusional.” Successful people, Goldsmith has found, often ascribe their success directly to themselves and their behaviors. Successful people, sometimes to their peril, believe:

1) I am successful.
2) I act a certain way.
3) Therefore, I am successful because I act a certain way.

In reality, asserts Goldsmith, successful people may have achieved success in spite of their behavior! And that behavior may be preventing them from moving ahead.

What are the most common sins, the most common leadership bad habits? Goldsmith identifies these 20:

1. Winning too much: The need to win at all costs and in all situations.
2. Adding too much value: The overwhelming desire to add our 2 cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to give praise and reward.
11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.
12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14. Playing favorites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect for colleagues.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development. Don't Get Scammed
I've got a confession to make... I was scammed by a company promising me I can stay at home and type data into forms and make over two hundred dollars a day.There are a lot of scams going on out there, these are just a couple of scams to be on the look out for.Scam #1 You Won The Lottery!This is an e-mail scam from a person or company informing you that you have just won the lottery. Payment is required to get your huge unsolicited lottery winnings transferred into your country/bank account. There are no 'winnings' .If you receive a "prize notification" from a suspicious lottery: • don't respond to the emails • don't pay any money in advance to collect a prize • don't reveal your full identity • don't reveal your bank account number or credit card detailsScam #2 Employment and JobLook out for these:"Local Representative Needed" "Shipping Manatheir own successes before attempting change in themselves or in others. Goldsmith bluntly states, “One reason that it is hard for successful people to change is that successful people are (in a positive way) delusional.” Successful people, Goldsmith has found, often ascribe their success directly to themselves and their behaviors. Successful people, sometimes to their peril, believe:

1) I am successful.
2) I act a certain way.
3) Therefore, I am successful because I act a certain way.

In reality, asserts Goldsmith, successful people may have achieved success in spite of their behavior! And that behavior may be preventing them from moving ahead.

What are the most common sins, the most common leadership bad habits? Goldsmith identifies these 20:

1. Winning too much: The need to win at all costs and in all situations.
2. Adding too much value: The overwhelming desire to add our 2 cents to every discussion.
3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to give praise and reward.
11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.
12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14. Playing favorites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect for colleagues.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development. Minimize No Shows For Your Events
Any event will have people who register to attend and fail to show up. There are many reasons for not attending, but it really comes down to priorities.No shows create problems for event planners ranging from wasted meals and poor event atmosphere to listening to excuses and deciding whether or not to charge the posted cancellation fee.Everyone, including the attendees would be better off if people would attend events as planned. Here are some reminders about how you might minimize the number of "no shows" to your event.Get their money (if your event has a fee)With online registration and real time credit card processing, this is easy. Once you have full payment, people will be more likely to show up and if they don't you still have their money.This is where you need a good refund and cancellation policy clearly stated on the registration form. Your policy will need to reflect the typbr> 3. Passing judgment: The need to rate others and impose our standards on them.
4. Making destructive comments: The needless sarcasm and cutting remarks that we think make us witty.
5. Starting with NO, BUT, HOWEVER: The overuse of these negative qualifiers which secretly say to everyone that I’m right and you’re wrong.
6. Telling the world how smart we are: The need to show people we’re smarter than they think we are.
7. Speaking when angry: Using emotional volatility as a management tool.
8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked.
9. Withholding information: The refusal to share information in order to maintain an advantage over others.
10. Failing to give proper recognition: The inability to give praise and reward.
11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success.
12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14. Playing favorites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect for colleagues.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development. Web Radio – A Viable Marketing Strategy
With the right product or service, traditional radio is a great medium for marketing, but has a very short shelf life. Traditional radio can be costly and limits you to a thirty to sixty second spot.A great alternative is Internet radio, also known as Web radio. As the name implies, web radio is a broadcasting service transmitted via the Internet. Although some web radio stations correspond with a traditional radio station, many web stations are completely independent and only broadcast on the Internet. Internet radio is an extremely cost-effective way to market and promote your products and services. Whether your genre is business, women’s issues, spiritual, health, wellness, financial, or dog training, you will find shows of every description looking for guests. Some web radio programs will charge you a fee to be a guest, but most do not cost anything. If you choose to pay for a guest spot, the fee can be put under the catess.
12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else.
14. Playing favorites: Failing to see that we are treating someone unfairly.
15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others.
16. Not listening: The most passive-aggressive form of disrespect for colleagues.
17. Failing to express gratitude: The most basic form of bad manners.
18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us.
19. Passing the buck: The need to blame everyone but ourselves.
20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development. Credit Card Fraud Prevention - Err on the Side of Caution
There is a small, yet palpable inherent risk in accepting credit cards. Aside from chargebacks, there always exists a possibility that a given credit card is stolen or presented without any authorization to use from the card holder. Even veteran merchants, processing for decades, can recount incidents where they have sent out product, subsequently learning that they have been victimized by credit card fraud.One day, I received a phone call from one of our retail merchants who sells furniture. She explained that she received a credit card from a so-called customer that was declined. This customer then presented a different credit card with the same result: transaction declined. The owner’s intuitive feeling was that “something was not right” – the customer may simply be over-extended, surpassing his credit card limits, or simply trying to engage in an act of deception.The business owner leaned toward the perspective that t are.

Once leaders have a realistic perspective on their behavior – behaviors that account for their success and behaviors that are impeding the leader from “getting there” – these leaders are poised to help themselves and help others break through their performance ceilings.

In addition to helping the already successful leader achieve breakthrough performance personally, Marshall Goldsmith’s eight-step approach for behavioral coaching enhances the leader’s ability to coach and interact with their employees. His approach allows leaders to determine the desired behavior of someone in their position, to interact with their stakeholders to get opinions and feedback on their performance and expectations, and to repeat the process to achieve specific goals and for continual growth. In doing so, Goldsmith tackles the “delusion” and creates an environment safe for constructive criticism – Goldsmith calls it “feedforward” – and development.

Marshall’s approach – by his own admission – is neither earth-shattering or innovative. So why then do CEOs and other leaders retain Marshall for hundreds of thousands of dollars an engagement and why do over a million readers describe his latest book as “life-altering” and “a must-read”? It’s because Marshall Goldsmith practices what he preaches; he is the coach’s coach, the leader’s leader. He is forthright, up-front, and brutally honest.

And he’s quite successful. His success, Goldsmith explains, is due to the fact that he only selects clients who are willing to take a hard look at themselves and change. While many of us at the front-line and supervisory level don’t have the luxury of coaching only those who we know will change, we CAN focus our attention on those who are more willing instead of naturally focusing on those who are less willing.

Many of the principles in Marshall’s approach to coaching and change mirror those that form the foundation for Entelechy’s developmental coaching. Our model is used by managers and supervisors to develop the capabilities and confidence of their employees. Marshall’s approach helps people change themselves; Entelechy’s approach helps people develop others. Yet, both recognize that:

1) People may not have an accurate perception of their behavior and the impact of their behavior; another perspective is valuable.
2) People do not naturally seek and accept feedback. It’s against our nature to set ourselves up for criticism.
3) Even when they seek it, people often react defensively to feedback regardless of how “nicely” it was delivered or how “helpful” the deliverer’s intentions. People will naturally defend or explain why they did what they did.
4) Most people, given guidance and perspective, will know how to improve themselves and their performance.

Marshall’s approach to creating behavioral change in executives and other leaders is a journey in assessment, prioritization, action, and re-assessment. Leaders must seek feedback from others, identify and prioritize the changes needed, act on the most important change, and ask others if they’ve noticed the change.

If you want to improve your leadership capability, read Marshall Goldsmith’s book, What Got You Here Won’t Get You There. For less than $30, you can learn the same lessons for which CEOs gladly pay hundreds of thousands of dollars! Or, visit his website for free articles on coaching and leadership: http://www.marshallgoldsmithlibrary.com.

Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized coaching training programs. Terence can be reached at 603-424-1237 or ttraut@unlockit.com.

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