The Great Western Disease is “I’ll be happy when . . .” This is our belief that happiness is a static and finite goal, within our grasp when we get that promotion, or buy that house, or find that mate, or whatever. It’s inculcated in us by the most popular story line in contemporary life: There is a person. The person spends money on a product or service. The person is eternally happy…
This is called a TV commercial. The average American spends 140,000 hours watching TV commercials. Some brainwashing is inevitable. Is it any wonder that we become so attached to any change we make that we think it will change us forever? We set a goal, and mistakenly believe that in achieving that goal we will be changed forever, happy at last. But this just isn’t so.
And, it gets worse. It’s our attachment to the goal that keeps most of us from achieving long-term, lasting change. It’s the difference between, say, getting in shape and staying in shape—hitting our physical conditioning goals and maintaining them. Even if we get there, we cannot stay there without commitment and discipline. We have to keep going to the gym.
Whether it’s flat abs or a new reputation, most of us want to see results now, not later. We see the gap between the effort required today and the reward we’ll reap in an undetermined future—and lose our enthusiasm for change. We crave instant gratification and chafe at the prospect of prolonged trying.
By focusing on effort, rather than goals, we distract ourselves from our obsession with results (because that’s not what we’re measuring). In turn, we are free to appreciate the process of change and our role in making it happen. We’re no longer frustrated by the languid pace of visible progress—because we’re looking in another direction.
So, as you journey through your day and you find that you would like to make an attempt at changing your life or your behavior in one way or another, there are three things to remember:
Change doesn’t happen overnight.
Success is the sum of small efforts repeated day in and day out.
If we make the effort, we will get better. If we don’t, we won’t.
Commitment. Motivation. Self-discipline. Self-control. Patience. These are powerful allies when we try to change our ways – and even more powerful in keeping them changed.
Some of our inner beliefs can trigger failure before it happens. They sabotage change by cancelling its possibility! Discover how to recognize these sabotaging beliefs and learn what you can do about them.
I’m sure you’ve met him, or her. That person who says he’ll finish the project tomorrow, but tomorrow never comes. Or the person who promises to call as soon as she gets home, but you never hear from her.
We know lots of people like this. If we’re a hard case, we cut them out of our lives. If we’re a “softie”, we make excuses, and try to let it go. Either way, these people, who make promises to change one day and excuses not to the next, exist.
And, we may have even done this ourselves! I know I have. For those of us who admit to it, we know our genius becomes more acute when it’s our turn to change how we behave. That’s when we fall back on a set of beliefs that trigger denial, resistance, and ultimately self-delusion. These beliefs are more wicked than excuses. An excuse is the handy explanation we offer when we disappoint other people. It is acute and convenient, often made up on the spot. Basically an excuse is a variation on “The dog ate my homework,” and these are so abused it’s a wonder anyone believes them.
What do we call the excuses we privately harbor when we disappoint ourselves? Mere “excuse” is somehow inadequate to describe these inner beliefs that represent how we interpret our world. An excuse explains why we fell short of expectations after the fact. Our inner beliefs trigger failure before it happens. They sabotage change by cancelling its possibility. We employ these beliefs as articles of faith to justify our inaction and then wish away the result. I call them belief triggers and we think them all day long. Here’s a not-extensive list, but it should get you started on where I’m going with this.
1. I am the same ‘me’
The person who promised to change yesterday is not the same person who has to execute that change today. We make promises to ourselves and others today that we cannot keep tomorrow. This is a most illusory belief – because it triggers over-confidence in our ability to execute our plan.
2. If I change I am ‘inauthentic’
We refuse to adapt our behavior to new situations because “it isn’t me.” This belief triggers stubbornness.
3. I won’t get tired
When we intend to work long hours, we’re not exhausted. But after we work several hours we become tired and are eager to throw in the towel. It’s the same with changing our ways – we grow tired with the effort it takes to change. This triggers depletion.
4. I understand the requirements
People who read my writing often tell me, “It’s common sense. I didn’t read anything here that I don’t already know.” True, but there’s a difference between understanding and doing. Just because people understand what to do doesn’t ensure that they will actually do it. This belief triggers confusion.
5. It has to be perfect
Even when we appreciate that nothing is permanent, we still believe in the idea of perfection – that there is a perfect weight, a perfect job, a perfect state of mind if only we strive harder to achieve it. This triggers hopelessness — so we give up.
6. It’s not fair
We have an unshakeable belief in the essential fairness of life – that if we do what is asked of us, we will be rewarded for it. When that faith is shaken and we see that life is not fair, we feel cheated. Our dashed expectations trigger resentment. We convince ourselves that the game is rigged against us and refuse to play again. In other words, we stop trying.
7. I can do it on my own
We believe that we are solely responsible for our own happiness and success, that positive change starts and ends within us and is neither shaped nor determined by the people around us. We abuse self-sufficiency, ignoring the value of a supportive environment, taking foolish pride in doing it all ourselves. We trigger our isolation.
8. Nothing will interrupt my focus
We don’t plan for the low-probability events because, by definition, any one of them is unlikely to occur. But in the aggregate, low probability events affect us all the time. Who plans on a flat tire, or accident, or stalled traffic because of an overturned semi on their way to work? This belief triggers unrealistic expectations.
9. ‘At least I’m better than…’
In a down moment after failure or loss, we tell ourselves, “At least I’m better than _______.” We award ourselves a free pass because we’re not the worst in the world. This is our excuse to take it easy, lowering the bar on our motivation and discipline. We’ve triggered a false sense of immunity.
10. I am exempt on this ‘special day’
Today is the Super Bowl, or my birthday, or our anniversary, or my day off. We excuse our momentary lapse as an outlier event, a blip in the long arc of committed change we are making. This belief triggers a self-indulgent inconsistency – which is fatal for change.
Overconfidence. Stubbornness. Depletion. Confusion. Hopelessness. Resentment. Isolation. Unrealistic expectations. Immunity. Inconsistency. That’s a lot of heavy baggage to carry on our journey of change.
These are just some of the rationalizations that keep us from becoming the person we want to be. Now that you’ve read them, I bet they’re nothing you’ve not heard before! Keep watch in your daily life for them, keep track of how often you use one of these trigger beliefs, see if you can come up with others. This is a great exercise, because as you know awareness is the first step towards change!
Conflict is an unavoidable part of our lives, whether we’re CEOs, entrepreneurs, parents, spouses, engineers or ditch diggers. In some cases, conflict stimulates us to accomplish great things. It can also drag us off course, eroding our relationships, stalling our careers and keeping us from becoming the people we want to become.
So which conflicts are useful and which are counter-productive? As an executive coach, I’ve been helping successful leaders achieve positive, lasting change in behavior for more than 35 years. My experience with great leaders has led me to develop a simple formulation, one that can help you avoid pointless skirmishes and help you take on the challenges that really matter. Follow it, and you will dramatically shrink your daily volume of stress, unpleasant debate and wasted time.
I phrase it as a question:
AM I WILLING AT THIS TIME TO MAKE THE INVESTMENT REQUIRED TO MAKE A POSITIVE DIFFERENCE ON THIS TOPIC?
It pops into my head so often each day that I’ve turned the first five words into an acronym, AIWATT (which I find appropriately rhymes with Say What?). AIWATT doesn’t require you to do anything, it merely helps you avoid doing something you’ll regret.
Perhaps you’re thinking, ‘I don’t need to repeat a simple question to know which battles are worth fighting.’ But I believe that all of us – even the most brilliant and successful – need exactly this kind of help. In my new book Triggers (Crown, May 2015), I make the case that relying on structure – even something as simple as the AIWATT question – is key to changing our behavior.
Why? Because in every waking hour we are bombarded by people, events, and circumstances that have the potential to change us – the triggers in the title of my book. We often fail to appreciate just how much these triggers affect us, and how difficult it is to fend them off without some kind of support.
AIWATT is just one of the tactics I suggest. Of course, it isn’t a universal panacea for all our interpersonal problems, but it has a specific utility. It’s a reminder that our environment tempts us many times a day to engage in pointless arguments. And, it creates a split-second delay in our potentially prideful, cynical, judgmental, argumentative, and selfish responses to our environment. This delay gives us time to consider a more positive response.
Let’s look at the question a little more closely.
“Am I willing” implies that we are exercising volition – taking responsibility – rather than surfing along the waves of inertia that otherwise rule our day. We are asking, “Do I really want to do this?”
“At this time” reminds us that we’re operating in the present. Circumstances will differ later on, demanding a different response. The only issue is what we’re facing now.
“To make the investment required” reminds us that responding to others is work, an expenditure of time, energy and opportunity. And, like any investment, our resources are finite. We are asking, “Is this really the best use of my time?”
“To make a positive difference” places the emphasis on the kinder, gentler side of our nature. It’s a reminder that we can either help create a better us or a better world. If we’re not accomplishing one or the other, why are we getting involved?
“On this topic” focuses us on the matter at hand. We can’t solve every problem. The time we spend on topics where we can’t make a positive difference is stolen from topics where we can.
Like closing our office door so people hesitate before they knock, asking ourselves, “Am I willing, at this time, to make the investment required to make a positive difference on this topic?” gives us a thin barrier of breathing room, time enough to inhale, exhale, and reflect before we engage or move on. In doing so, we block out the chatter and noise – we make peace with what we are not going to change – freeing ourselves to tackle the changes that really matter in our lives.
There is no harder task for adults than changing our behavior.
For many of us, change is impossible because we are so optimistic (and delusional) that we try to change everything at once. We quickly overwhelm ourselves with becoming the “new Me”, and when it doesn’t happen as quickly as we’d like, people don’t notice that we’ve made a change, or some obstacle presents itself, we give up.
Discouraged by our failure, overwhelmed and disheartened, it’s hard to commit to change again. So, we become geniuses at coming up with reasons to avoid change. We make excuses. We rationalize. We harbor beliefs that trigger all manner of denial and resistance—and we end up changing nothing. Ever. We fail to become the person we want to be.
So, seeing our frailties in the face of behavioral change what do we do?
The Wheel of Change
For many years now, I’ve been using “The Wheel of Change” to help clients decide what to change and where to put their efforts. I’ve taken teams, organizations, friends, and peers through this process, and I’ve even use it myself. It is one of the most helpful tools for behavioral change that I’ve ever found.
The Wheel of Change illustrates the interchange of two dimensions that we need to sort out before we can become the person we want to be.
The positive to negative axis tracks the elements that either help us or hold us back. The change to keep axis tracks the elements that we determine to change or keep in the future. Thus, in pursuing any behavioral change we have four options: change or keep the positive elements, change or keep the negative.
Here’s a brief description of each of these options.
Creating represents the positive elements that we want to create in our future. Creating is the glamorous poster child of behavioral change. When we imagine ourselves behaving better, we think of it as an exciting process of self-invention. We’re creating a “new me.” It’s appealing and seductive. We can be anyone we choose to be. The challenge is to do it by choice, not as a bystander. Are we creating ourselves, or wasting the opportunity and being created by external forces instead?
Preserving represents the positive elements that we want to keep in the future. Preserving sounds passive and mundane, but it’s a real choice. It requires soul-searching to figure out what serves us well, and discipline to refrain from abandoning it for something new and shiny and not necessarily better. We don’t practice preserving enough.
Eliminating represents the negative elements that we want to eliminate in the future. Eliminating is our most liberating, therapeutic action—but we make it reluctantly. Like cleaning out an attic or garage, we never know if we’ll regret jettisoning a part of us. Maybe we’ll need it in the future. Maybe it’s the secret of our success. Maybe we like it too much.
Accepting represents the negative elements that we need to accept in the future. Most of us tend to commit to the other three four elements in the wheel of change with greater enthusiasm—creating is innovating and exciting, preserving makes sense as we focus on not losing sight of the good things about ourselves, eliminating appeals to the “do-or-die” element of our natures as we commit to stop doing things that no longer serve us, but accepting is a more difficult pill to swallow. Acceptance is an odd player in the process of change—it feels like admitting defeat, it’s equated by many to acquiescence. Acceptance is incredibly valuable when we are powerless to make a difference. Yet our ineffectuality is precisely the condition that we are most loath to accept. This truth triggers our finest moments of counterproductive behavior.
These are the choices. Some are more dynamic, glamorous, and fun than others, but they’re equal in importance. And three of them are more labor-intensive than we imagine.
And, that’s the simple beauty of the wheel. When we bluntly challenge ourselves to figure out what we can change and what we can’t, what to lose and what to keep, we often surprise ourselves with the bold simplicity of our answers and can thus take significant, real steps towards becoming the person we really want to be.
You know, someone who withholds recognition of your contribution to the team or organization’s success? Even worse do you work with or for someone who steals your ideas or takes credit for the performance of your products/projects? If you do, you probably feel unjustly treated and deprived, as this person claims credit they do not deserve. It’s theft!
When someone you work with steals the credit for a success that you created, they’re committing the most rage-inducing interpersonal “crime” in the workplace. (This is the interpersonal flaw that produces more negative emotion than any other in my feedback interviews with the stakeholders of my coaching clients.) And, it creates a bitterness that’s hard to forget. You might be able to forgive someone for not recognizing your stellar performance. But it’s really hard to forgive someone for recognizing it and brazenly claiming it as his or her own!
Let’s turn the tables. Imagine you’re the perpetrator rather than the victim. Have you ever claimed credit that you didn’t deserve? Most of us have to at least a slight degree. When it comes to determining exactly who came up with a winning phrase in a meeting or exactly who on the team was responsible for holding an important client relationship together during a rocky phase, the evidence gets fuzzy. It’s hard to say exactly who deserves the credit.
Given the choice between grasping the credit for ourselves or leaving it for someone else to claim, many of us will claim more credit than we have earned, and slowly begin to believe it! All the while, the victims of our injustice are seething. You know how you feel as a victim, and you should know how people feel about you for doing the same.
There’s no telling what a group can achieve when no one cares who gets the credit. We know this in our bones. We know it because we remember how good we felt about our colleagues when they accorded us the credit we deserved.
So, why don’t some people reciprocate when someone else deserves the credit? I’m not sure. It could be their upbringing, their need to win, their need to be right. It doesn’t really matter. In life, the best thing to do is be the person that you want to be in the world. If you feel the urge to retaliate with hogging the credit, do the opposite. Share the wealth.
Not sure if you have the credit hogging bug? Start with this simple drill. For one day, make a mental note of every time you privately congratulate yourself on an achievement, large or small. Then write it down. If you’re like me, you’ll find that you pat yourself on the back quite a lot! For me, I celebrate for everything from coming up with a big idea for a client to showing up on time for a meeting to dashing off a clever note to a colleague. There’s nothing wrong with these private thoughts. This pleasure in our own performance is what keeps us motivated, especially on long, arduous days.
You’ve made your list. Now, take apart each episode and ask yourself if it’s in any way possible that someone else might deserve the credit for “your” achievement. If you showed up on time for a meeting across town, is it because you are heroically punctual and thoughtful? Or is it because someone or something reminded you about the meeting? If you came up with a good idea in a meeting, did it spring unbidden from your imagination? Or was it inspired by an insightful comment from someone else in the room. And so on…
As you go through your list, consider this make-or-break question: If any of the other people involved in your episodes were looking at the situation, would they accord you as much credit as you are claiming for yourself? Or would they hand it out to someone else, perhaps even themselves?
Every one of us has a strong bias to remember events in a light that is most favorable to us. This drill exposes that bias and makes us consider the possibility that someone else’s perspective is closer to the truth.
It’s not deciding what to change or apologizing to those you’ve wronged for past grievous errors. And, it’s not listening to ideas or thanking those who suggest changes you can make to become better.
What is the most important thing you can do if you really want to change? It’s follow-up. Follow-up is the #1 difference maker in the whole change process. Here’s why.
1) Follow-up is how you measure your progress.
2) Follow-up is how you remind people that you’re making an effort to change, and that they are helping you.
3) Follow-up is how your efforts eventually get imprinted on your colleagues’ minds.
4) Follow-up is how you erase your coworkers’ skepticism that you can change.
5) Follow-up is how you acknowledge to yourself and to others that getting better is an ongoing process, not a temporary religious conversion.
6) And, more than anything else, follow-up makes you change. It gives you the momentum, even the courage, to go beyond understanding what you need to do to change and actually do it, because in engaging in the follow-up process, we are changing.
That’s all great you say, but why does follow-up work?
First a confession: I didn’t start out knowing the importance of follow-up. Many years ago, a VP participant of a training session I facilitated asked me the perfectly reasonable question, “Does anyone who goes to one of these leadership development programs ever really change?”
I thought about it. Then answered sheepishly, “I don’t know.” I had worked with some of the best companies in the world and no one had ever asked me this question. Worse still, until that moment, this question had never crossed my mind!
From that moment, I set out to discover the answer to the question: “Does anyone ever really change?” I’m excited to report that many years later I outlined the complete methodology, statistical results, companies involved, and my conclusions about follow-up in an article entitled, “Leadership Is a Contact Sport” written with Howard Morgan and published in Strategy+Business, Fall 2004. Ten years later, we’ve expanded this study to 248,000 respondents from 31 different companies from around the world. And the conclusion is the same: follow-up is the key to successful behavioral change.
From this study, its participants and their teams, I’ve drawn three important conclusions:
1) Not everyone responds to executive development, at least not in the way the organization desires or intends. In other words, some people are trainable, some people are not. I ask participants at the end of each session if they intend to go back to their jobs and apply what they’ve learned. Almost 100 percent say yes! A year later, when I ask their direct reports if their bosses have applied the lessons learned on the job, about 70% say yes and 30% say no. Why would people go through a training, promise to implement what he/she had learned, and then not do it? Simply because they were too busy! This realization led to my second conclusion.
2) There is an enormous disconnect between understanding and doing. Most leadership development revolves around the false assumption that if people understand they will do. In truth, most of us understand, we just don’t do. But this didn’t really answer my question. So, I rewired my objectives and began measuring people to see not only if they got better but why. My hunch about follow-up being the difference maker paid off. The results were astonishingly consistent. Those who do little or no follow-up with people have little or no perceived change in effectiveness. The perception of the effectiveness of those who do follow-up jumps dramatically. This led to a swift and unequivocal third conclusion.
3) People don’t get better without follow-up! If nothing else, this study shows that leaders who ask for input on a regular basis are seen as increasing in effectiveness. Leaders who don’t follow up are not necessarily bad leaders. They are just not perceived as getting better. The reasons for this are: follow-up shows that you care about getting better, that you value people’s opinions, that you are taking the change process seriously, and that you are not ignoring your coworkers’ input. That’s an important part of follow-up. After all, a leader who sought input from her coworkers but ignored it or did not follow up on it would be perceived as someone who did not care very much about becoming a better leader.
All of this led me to a fourth and final conclusion. Becoming a better leader (or a better person) is a process, not an event. Nobody ever changed just by going to a training session. They got better by doing what they learned in the program. And that “doing,” by definition, involves follow-up. Follow-up turns changing for the better into an ongoing process—not only for you but for everyone involved. When you involve others in your continuing progress, you are virtually guaranteeing your continued success!
Most people don’t want to “do nothing’ all day. We have hopes and dreams, goals and ambitions. We want to contribute to the world, make it a better place, not “retire” from it to a life of “leisure”. For most of us, the prospects of sleeping in late, lounging on the beach, improving our golf scores, living on cruise ships, and lazing about all day may sound good for a short time, but they hold little allure for us in the long-term.
So, what really matters in life? I can boil the answer to this question down to six major themes:
First a little discussion on the themes.
Wealth – some have more than others, some have less, but most of the people I run across agree that while it can be used to pay for nice homes, fast cars, and fine dining, it can’t purchase meaning. Beyond a middle-income level, the amount of money you have bears little correlation to how happy you are.
Health – is critically important to enjoying life. Good health is a combination of luck, a healthy lifestyle, and medical care.
Relationships – are very important. Everyone I meet clearly values their relationships with friends and family members and sees that these relationships are key to their emotional wellbeing.
Contribution/Achievement – for most of us reading this blog we are fortunate in life and seek to give back, make a positive contribution, even leave a legacy. Helping others as we’ve been helped is important to us.
Meaning – work that has meaning is important to our sense of well being. We want to feel that we are making a real difference in the world.
Happiness – everyone I’ve ever met wants to be happy. True happiness can’t be bought – it has to be lived!
As you contemplate these themes and set your goals for 2015, you might choose to volunteer or work on projects that make the world a better place. You might choose to change to a job or a career where you have more opportunity to serve. For me, I still teach and give classes, but I focus more on advising people how they can have a great rest of their lives rather than just work harder and “make more money.”
Reflecting on life’s purpose should start when you’re young—and never stop. I served on the board of the Peter Drucker Foundation for 10 years, so I had a chance to observe Peter personally. He worked until his death at age 95! He was never interested in retiring. He was interested in working to make the world a better place. Through his example, I learned that making a difference means more than, and is very different from, making a living.
Think about your life. Now’s a great time to start planning the rest of it. How can you make a contribution? How can you find meaning? What will make you happy? How can you make this time count—for yourself, the people around you, and the world?
Whatever you call it — leaving, retiring, or moving on — it’s a really hard thing to leave your organization, especially if you love your job! It can be scary to step from the familiar and comfortable into the uncertain and unknown and this stress can make departing your job a difficult and emotional transition. In fact, it can be a significant factor in why you (or your boss) hold back from making changes.
Life transitions such as retirement are usually far harder than we imagine. It’s easy to talk about letting go, but when the time comes, it’s hard to do. The emotional aspect of departing is difficult to fathom, but at a recent meeting I attended, a health care system CEO put the dilemma in succinct terms to a group of us.
She said, “I finally realized that my job had become my best friend. It’s very hard to leave your best friend,” I watched the expressive face of this fantastic leader as she shared her personal feelings about leaving her job and her organization. The other people in the room hung on her every word. “It seemed like I was getting promoted every few years. I loved the company, my co-workers, and our customers. Going to work was a joy for me,” she said, sighing. “The time just flew by and then one day, it was time to leave. It hurt,” she said.
Preparing for Departure
One way to make this big step more manageable is to prepare, though most of us, even the most successful, don’t do this well. One of my executive friends knows that he is going to have to retire in about a year. He has done nothing to prepare for it! I asked him, “If you knew that your business was going to radically change in one year, would you plan for this eventuality?” He laughed and replied, “Of course!” I went on, “Your life is more important than your business. Maybe you should start planning the rest of your life.”
No matter where you are in your career, it is good to think about how leaving is going to feel and what you might want to do if you did leave. Time passes very quickly. Every executive I have ever met is amazed at how fast the years fly by.
Today people live a lot longer than they used to, and they are a lot healthier at 65. And, if you have the drive and energy to become a successful leader, it is unlikely that these traits will immediately stop when you leave your company, so you better plan for an active retirement!
The happiest “transitioned” executives I have met are still making a contribution to the world, they are finding meaning and contentment in what they do today—not just reflecting on the past.
Think about “life after work.” How can you make a contribution? How can you find meaning? What will make you happy? You might have 20 or more years to live after your primary work is finished. How can you make this time count for yourself and the people around you?
And I’m excited to ring in the New Year together! If you don’t already know who I am, or you’re wondering about my career as a speaker, executive coach, and best-selling author, this week’s video and written blog (my bio!) will tell you everything you need to know. Enjoy!
Dr. Marshall Goldsmith has been recognized again as one of the top ten Most-Influential Business Thinkers in the World and the top-ranked executive coach at the 2013 biennial Thinkers50 ceremony in London!
Dr. Goldsmith is the author or editor of 34 books, which have sold over two million copies, been translated into 30 languages and become bestsellers in 12 countries. He has written two New York Times bestsellers, MOJO and What Got You Here Won’t Get You There – a Wall Street Journal #1 business book and winner of the Harold Longman Award for Business Book of the Year.
Marshall’s global professional acknowledgments include: Harvard Business Review – World’s #1 Leadership Thinker, Institute for Management Studies – Lifetime Achievement Award (one of only two ever awarded), American Management Association – 50 great thinkers and leaders who have influenced the field of management over the past 80 years, BusinessWeek – 50 great leaders in America, Wall Street Journal – top ten executive educators, Forbes – five most-respected executive coaches, Leadership Excellence – top ten thinkers on leadership, Economic Times (India) – top CEO coaches, Harvard Business Review (Poland) – Leadership Thinker of the Decade, CEO Global (Canada) – World’s #1 Leadership Speaker, Economist (UK) – most credible executive advisors in the new era of business, National Academy of Human Resources – Fellow of the Academy (America’s top HR award), World HRD Congress – global leader in HR thinking, Tata Award (India) for Global HR Excellence, Fast Company – America’s preeminent executive coach and Leader to Leader Institute – Leader of the Future Award. His work has been recognized by nearly every professional organization in his field.
Dr. Goldsmith’s Ph.D. is from UCLA’s Anderson School of Management where he was recognized as the Distinguished Alumnus of the Year. He teaches executive education at Dartmouth’s Tuck School of Business. He is one of a select few executive advisors who have been asked to work with over 150 major CEOs and their management teams. He served on the Board of the Peter Drucker Foundation for ten years. He has been a volunteer teacher for US Army Generals, Navy Admirals, Girl Scout executives, International and American Red Cross leaders – where he was a National Volunteer of the Year.
Marshall’s books include: Succession: Are You Ready? – a WSJ bestseller, The Leader of the Future – a BusinessWeek bestseller. The AMA Handbook of Leadership, The Organization of the Future 2, and The Leadership Investment – all three are American Library Association – Choice award winners for academic business books of the year. Over three hundred of his articles, interviews, columns, and videos are available online at www.MarshallGoldsmith.com for viewing and sharing. Visitors to this site have come from 197 countries and have viewed, read, listened to, downloaded, or shared resources over 20 million times.
To reach Marshall:
P.O. Box 9710 • 16770 Via de los Rosales • Rancho Santa Fe, CA 92067-9710