Best Seller Archives - Eddie Turner

Keep Leading!® Podcast Episode 050 | From Mess to Leadership Success | Scott Miller

admin — Sun, 23 Feb 2020 16:43:59 +0000

Scott Miller
Executive Vice President, Thought Leadership & Chief Marketing Officer at FranklinCovey
From Mess to Leadership Success

Episode Summary
Scott Miller is the Chief Marketing Officer and Executive Vice President of Thought Leadership at FranklinCovey. We discussed concepts from his WSJ Best-Selling Book: Management Mess to Leadership Success!

Check out this 60 Second preview of the episode!

Bio
Scott Miller is a 24-year associate of FranklinCovey and serves as the executive vice president of thought leadership. Scott hosts multiple podcasts including FranklinCovey’s On Leadership and Great Life, Great Career. Additionally, Scott is the author of the multi-week Amazon #1 New Release, Management Mess to Leadership Success: 30 Challenges to Become the Leader You Would Follow, and the Wall Street Journal best-seller, Everyone Deserves a Great Manager: The 6 Critical Practices for Leading a Team. Scott authors a weekly leadership column for Inc.com and is a frequent contributor on podcasts, and webinars. Previously, Scott worked for the Disney Development Company, and grew up in Central Florida. He lives in Salt Lake City, Utah, with his wife and three sons.

Website
https://managementmess.com/

Other Website
https://www.franklincovey.com/

LinkedIn
https://www.linkedin.com/in/scottmillerfc/

Twitter
https://twitter.com/ScottMillerFC

Facebook
https://www.facebook.com/scott.miller.9469545

Instagram
https://www.instagram.com/scott_jmiller/

Get Your Copy of Scott’s Book!
https://managementmess.com/

Leadership Quote
“Nearly all, if not all conflict, comes from mismatched or unfulfilled expectations.”
Blaine Lee, Co-Founder FranklinCovey

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Transcript

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This podcast is part of the C Suite Radio Network, turning the volume up on business.

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Welcome to the Keep Leading!® Podcast, the podcast dedicated to promoting leadership development and sharing leadership insights. Here’s your host, The Leadership Excelerator®, Eddie Turner.

Eddie Turner:

As leaders, we all like to feel like and give the appearance that we have it all together, we have it all figured out but as quiet as it’s kept, every now and then the reality is we’re really a mess on the inside. Well, how can you and I go from being a mess to a leadership success? My guest today has the answer to that question. In fact, he’s written it in the book. My guest today is Scott Miller, Author of Management Mess to Leadership Success. He’s a 24-year associate of Franklin Covey and serves as the Executive Vice-President of Thought Leadership. Scott hosts multiple podcasts himself, including Franklin Covey’s On Leadership and Great Life, Great Career. Additionally, Scott authors a weekly leadership column for Inc.com

Scott, welcome to the Keep Leading!® Podcast.

Scott Miller:

Eddie, it is my honor to be here. Thank you for the platform.

Eddie Turner:

Well, I’m just super excited to have you here. Tell us a little bit more about you. What did I miss about your incredible background?

Scott Miller:

Well, you were very gracious in that. I’m 51 years old. I was born and raised in Orlando, Florida, worked for the Walt Disney Company for four years. After four years, they invited me to leave, which is a nice way for Disney to say “You don’t fit here.” And what’s interesting was the Franklin Covey company, of course, founded by the famed author Dr. Stephen R. Covey of the Seven Habits book which has sold 50 million copies, they recruited me and I moved to Utah 24 years ago and I’ve had this amazing journey as a leader inside a leadership development firm. And it’s been tough, honestly. I think leadership is not for everyone and I’ve learned a lot about how to become a better leader of people. I have some very strong opinions on who should and who shouldn’t be a leader of people. And I wrote this book, very vulnerable, very real, very relatable called Management Mess to Leadership Success. It’s done extremely well. I’ve written a few since then. I’ve been Wall Street Journal bestsellers. And I’m just not out talking to people around what’s my own leadership experience and being very vulnerable about it. And I think it’s hit a chord. I think the world needed one more leadership book and that was mine. I think often, Eddie, these books are so academic and they’re so unrelatable for people in the trenches. And although I’m an officer in a public company, Franklin Covey, I’m still very raw as it relates to how to be a great leader. After 25 years I’m still learning and I wanted to share that message with my readers and, hopefully, your listeners today.

Eddie Turner:

Well, we are very happy that you’re here to share that message. And, certainly, you work for a legendary company with a great heritage and the leadership message that you all have put out there, both in print and audio, has reached the masses for sure.

Scott Miller:

Thank you. It’s been an amazing journey to be part of this great brand.

Eddie Turner:

So, you said you had put one more book out there in this great body of knowledge about leadership. Tell us why you wrote the Management Mess.

Scott Miller:

Like you, I host a podcast called On Leadership and every week I’m privileged to interview CEOs, bestselling authors, business titans. And one day I was interviewing Steven M. R. Covey. He’s the oldest son of Dr. Stephen Covey. And he wrote a book called The Speed of Trust. And that book is sold 2 million copies. I was interviewing him. And I said to Steven M. R. Covey, I said “Did you ever feel the pressure under your father to write a book?” And he said “No, I didn’t because I didn’t have anything to say.” And then he said “One day it changed when I did have something to say. I wanted to write about how to build a high trust culture.” And it was in that interview with Steven M. R. Covey, almost two years ago that kind of a light went off and I said “You know what,” at 50 years old at the time, “I also have something to say. I want to share with other leaders what I’ve learned about how difficult leadership is” that, Eddie, I think most people are lured into leadership, not led. Too often we promote individual producers to become leaders of teams. Rarely does the most creative digital designer make a great creative team leader. Rarely does the top producing salesperson make a great sales leader. Those skills are rarely transferable. So, I wanted to talk a little bit about the underbelly of leadership. It’s tough. It’s hard. It’s unrelenting. It’s sometimes unrewarding. It requires you to move outside of your comfort zone, discuss the undiscussables, and have high-courage conversations. So, I wrote this book in a very funny relatable way because I wanted to share with people if you are going to be a leader of people and if you’re not, no shame. I think the industry has done a bit of a disservice to say “Well, if you want to fulfill your potential, you have to be a leader of people.” That’s bunk. Too many organizations require being a leader of teams for advancement. Not everybody should be a leader of people but if you are, for whatever your reason is, and you should know your reason, then I wrote there are 30 challenges, there’s probably more, I condensed them to 30, there’s 30 challenges that everyone faces if you want to become a leader that people will follow.

Eddie Turner:

Well, that’s an exhaustive list to be sure. So, I love the phrase you said that many people are lured, not led into leadership. And so, as a result, they find themselves ill equipped to exercise leadership, to your point, because they were really better as a team member or an individual contributor rather than in a leadership role but they are promoted beyond their level of competence because they were the most technically skilled, because they were the most advanced intellectually in one area but they didn’t shore up their leadership skills in other areas. And so, in this list of 30 principles that you refer to, I don’t want you to give us all 30, but can you give us maybe the top one or two?

Scott Miller:

Yeah, sure. So, I curated with a team at Franklin Covey what we find most people struggle with or even conversely, when they actually execute on these, they have disproportionate impact and leave a legacy. I mean, challenge three – listen first. I mean, as leaders, we’re so deeply enculturated to communicate our message, clarify a vision. We’re always talking. We’re in persuasion mode. We’re in influence mode, whether it be in the town hall or the annual retreat or the sales academy.

Eddie Turner:

We have two ears and one mouth for a reason, right?

Scott Miller:

It’s so true. It’s so true. And I think we lose track of the fact that yes, to be a great leader, you do need to be a strong communicator but if you want to build a culture where people don’t quit their boss because, Eddie, we know people don’t quit their jobs, they quit bad bosses and corrupt cultures, if you want to build a culture where people feel like their leader loves them, loves them appropriately, then you got to get to know them, got to shut your mouth and listen what’s going on in their life, right? Are they liking their job? Are they feeling like you’re helping them build a career they can exercise all their potential in? what’s going on in their personal life? I mean, everybody brings their personal life to work, right? People have bills they can’t pay and teenage sons that are vaping and mothers-in-law that are moving into dementia. And they may sound absurd but it’s not. People’s lives are no longer divisible, right? They’re bringing their whole person to work. So, what is this listening skill?

Another one is declaring your intent. Absent facts, people make stuff up. I live a quote from one of our co-founders. He said ‘Nearly all, if not all, conflict in life comes from mismatched or unfulfilled expectations.” So great leaders move outside their comfort zone and they declare their intent. They make sure that nobody is guessing what their motives are because our motives don’t always match our behaviors.

Another challenge, I’ll mention one more, is challenge 12 – lead difficult conversations. Leaders have to be able to summon the courage to discuss the undiscussables because, as a leader, that’s the greatest gift you can give your people, to call out their blind spots, do it in a way that has a balance of both courage and consideration, not one or the other to an extreme, but to sit down and say to somebody “You know what, Eddie, I’m seeing some behaviors coming out of meetings that are really injuring your brand. And I see a great career here for you but if you don’t change some of these things, you aren’t going to survive here, meaning I’m going to have to terminate you. So, let’s sit down and talk about what it looks like.”

There’s 27 more like that. They’re very practical. They’re very tangible. And they’re things that get most people fired.

Eddie Turner:

So, I caught two – listen first and lead difficult conversations. What’s the third one that I missed?

Scott Miller:

Yeah, it was the middle one about declaring your intent. In a conversation, Eddie, my intent is to help you build a great career here. My intent is not to try to exit you by backing you in a corner, right? So, absent someone understanding your motive, people will suspect and ascribe a motive to you. So, leaders that move from mess to success are clear on declaring and clarifying their intent. And then you minimize confusion and conflict and nobody else can suspect what your motives are. We all have motives. Everybody’s got a hidden agenda. Some do a better job than others. Some have sinister intent, some don’t, but if you declare your intent, nobody then can confuse it or a scribe their own to you.

Eddie Turner:

So, what you’re saying is even when we say we don’t have an agenda, we have an agenda?

Scott Miller:

Of course, you do. Everybody’s got an agenda. Your agenda is to advance your own career, increase your income, minimize competition from someone who might be threatening you. I mean, all behavior is an attempt to escape pain, all behavior. Everything we do is an attempt to minimize pain in our life. So, I think great leaders recognize you have a motive and it may or may not be noble. And the more you can be self-aware and sort of peel the onion on what your intent really is, the more you can match your intent with your behaviors and also what you choose to say. I mean, how often do we say “Well, I didn’t mean to offend her” or “That’s not what I meant to say.” I mean, it’s common that our behaviors don’t match our intent. In fact, we tend to judge people by what they do and say but we want others to judge us on what we intended to do and say. We’re fairly unforgiving of other people’s intents but we want everyone to assume that our intent is good.

Eddie Turner:

Isn’t it funny how that works? Okay.

Well, I’m talking to Scott Miller of the Franklin Covey Organization and author From Management Mess to Leadership Success. We’ll have more with Scott right after this.

This podcast is sponsored by Eddie Turner LLC. Organizations who need to accelerate the development of their leaders call Eddie Turner, The Leadership Excelerator®. Eddie works with leaders to accelerate performance and drive impact. Call Eddie Turner to help your leaders one on one as their coach or to inspire them as a group through the power of facilitation or a keynote address. Visit EddieTurnerLLC.com to learn more.

Hi! This is Patricia Fripp, the presentation skills expert and you’re listening to the Keep Leading!® Podcast with my friend Eddie Turner.

Eddie Turner:

All right, we are back. I am talking to Scott Miller and Scott is a senior executive at the Franklin Covey Organization and author of Management Mess to Leadership Success.

Well, coming from a story organization like yours, I want to get back into a couple of points from your book but you got to tell me, as I’m sure my listeners may be wondering, what’s it like to work for a storied franchise such as Franklin Covey? Any insights you’ve gleaned from Stephen Covey?

Scott Miller:

Yeah, like I said, I’ve been here for 24 years, right? So, I’ve cut most of my teeth here at this firm. I worked under Dr. Covey for 15 years. He passed seven years ago as a result of a brain injury from a bicycle accident. So, I definitely have learned wear a helmet. He was wearing a helmet but it was too loose and had a brain injury and passed in his 80th year. It’s an amazing experience to work with high character individuals. Like any company we have our cultural challenges. We’re a public company. So, there’s pressure to perform and grow and return profit to our shareholders. Welcome to any organization. I think what Dr. Covey taught me most, Eddie, was in people we have two types of mindsets – an efficient mindset and an effectiveness mindset. And both are good but they need to be present at different situations in your life. You can have an efficiency mindset with things, meetings, mowing your lawn, changing your oil. There’s a time to be efficient in life. And then there’s a time to be effective. And when it comes to your relationships with people in the workplace, at home, in your personal life, you cannot be efficient. You need to be effective, which is a fundamentally different mindset. Dr. Covey was fond of saying “With people, slow is fast and fast is slow.” You can’t be fast with people. You got to slow down. Now, there are occasions you can text or have a very quick stand up meeting but people like me who have a naturally efficient mindset – make lists, get things done, my cars washed by 7 on Saturday morning, my flowers are planted by 8, I’m ready to play tennis by 9, I’m a very productive person – it serves me very well in many areas of my life. Eddie, it’s also tripped me up when it comes to my wife, to my three young boys, to my customers when I’m always kind of in a hurry. And so, I have had to struggle with this, I think, profound insight from Dr. Covey around when to be efficiency minded and when to be effectiveness minded. With people, slow down.

Eddie Turner:

That’s a powerful piece of advice. I love that. So, there’s a difference between being efficient and being effective. That really resonates because I am a perfectionist and, to your point, I am very orderly and very methodical, I have a certain way of doing things, I’m very precise and it works well for Eddie but then I got married. Of course, I’ve also learned from the people in my life that “Yeah, I can’t bring that to them.” So, I had to make those adjustments. And so, I really like how you articulate that. Very nice.

Anything else that you’ve learned that you can share?

Scott Miller:

Yeah. One other thought. Dr. Covey in his book The Seven Habits of Highly Effective People which is down its 30th year and has sold 50 million copies, he popularized, not invented but popularized this concept of paradigms, otherwise known as our mindsets and our belief windows. All of us as leaders, all of us humans have deeply enculturated paradigms since birth. I mean, I was raised in the ‘70s in Central Florida. And this may be laughable but I was raised to believe in an upper middle-class family that doctors, police officers, and Catholic priests always told the truth and were always right. Do doctors always tell the truth or Catholic priests? No, of course not. That’s insanity, right? And think about it. As a young Catholic boy, as an altar server, if I had been led to believe, and I was, that Catholic priests always do the right things and always told the truth, my life could have been destroyed had I been placed in a situation with a corrupt member of the clergy that had taken advantage of me. That did not happen, thank the Lord. I’ve had an amazing journey in that faith but like me, each of us have deeply enculturated paradigms on how we see ourselves, how we see members of different faiths, how we see members of different races or genders or communities, right? And these things are deeply ingrained in us from our parents, from our aunts and uncles, from our neighbors, our siblings, our junior high school principal, the teacher who told us “You’re not smart” or the counselor told us “You’ll never make it to college.” And I mentioned that because when we recognize that we see the world not as it is but as we are, as leaders we have warped paradigms, metaphorically. We’re wearing glasses with the wrong prescription. We don’t have the whole story. We don’t have the full picture. We don’t see everybody accurately. And I mentioned all that to say as leaders, you have deeply entrenched paradigms about the members of your team for any number of reasons. Some you think aren’t very competent. Some you think aren’t productive. Some you think are lazy. Some you think are more talented than you are. So, you hold them back because you’re too insecure to let their talent rise up because that might eclipse your own. Whatever it is, fill in the blank, but as a leader that moves from mess to success, you got to check your paradigms. And can people earn their way out of the way you view them? Can they redeem themselves? Can they grow and blossom? Can they challenge a right, correct? Give a more accurate paradigm of what you hold from them. I think it’s a powerful lesson that leaders need to recognize people may have behaved themselves into a problem and they can only behave themselves out, right? You cannot talk yourself out of a problem. You behave yourself into it. You can only behave yourself out of it. At the same time, are you willing, are you generous, are you vulnerable enough to allow people to challenge and change the paradigm you have of them?

Eddie Turner:

You can’t talk yourself out of a problem you’ve behaved your way into bed. That’s an interesting way of putting it. So, if a person recognizes they have these paradigms, how do they make a paradigm shift?

Scott Miller:

My gosh! I think it’s associated with people who aren’t like you, right? I mean, I’m a Caucasian guy in my 50s. I live in Salt Lake City. It’s a predominantly Caucasian state. I am in the leadership industry. So, you can imagine who my friends and associates are. You can imagine how my warped paradigms are reinforced, I mean, whether you watch CNN or Fox News or read the New York Times or The Wall Street Journal. I think, you’ve got to associate yourself with people who are different than you – different gender, different races, different socioeconomic backgrounds. If you’re a white guy in his 50s, watching Fox News, I probably can predict some of your politics, right? And if you’re a Latino that’s not watching Fox News, I might have an idea of your perceptions. I don’t mean to say or to cast a broad net but we’ve all got to befriend people of different backgrounds. It’s why you see these demographic maps of which states have the most number of passports issued, right? I mean, if you want to challenge your paradigm, travel, invite somebody of a different race to your home for dinner, invite someone of a different sexual proclivity or different age group or different socioeconomic background. Surround yourself intentionally with thoughts and ideas and people who challenge your conventional wisdom. I think, so many of our political problems are we tend to surround ourselves with likeminded people, we have our own paradigms, right or wrong, reinforced that we can’t even have a civil dialogue. Dr. Covey used to say “Oh, you see it differently than me. How great that is.” And I think that’s so important is to be comfortable, be vulnerable enough, be confident enough to friend and associate people that have nothing in common with you. I have a tennis coach here who’s Muslim. He’s from Tunisia. And I love to say I’m a Catholic, I’m a Christian. I love to sit and just listen to him about his upbringing but what he was taught to believe. This guy never met a Christian until he moved to America and attended a university. He never met a Christian in his life. All he heard about was what he saw in the news. This guy’s one of my best friends. I love this guy. I think that’s a good way to challenge paradigms is get a passport, travel, go to dinner at a restaurant that doesn’t have food that’s just from your own ethnicity or your own part of the country. Encourage people in your life that will challenge your deeply entrenched mindsets.

Sorry, I’m passionate about that but I think that that that’s the root of a lot of America’s challenge right now. We can’t even have a civil conversation with people who disagree with us, it gets into a brawl. And I think that starts at the top.

Eddie Turner:

Okay. Well, thank you very much, Scott. And we appreciate your energy and passion around the topic. So, tell me how would you summarize our conversation we’ve had today?

Scott Miller:

I think we all need to be kinder, more tolerant, check our own views, do we have the whole story. We’re all messes. Everybody’s got a mess. Every leader needs to own their mess. Once as a leader you’re willing to be confident enough and vulnerable enough to own your mess, you then give permission, Eddie, for others to own their messes. It doesn’t mean that you license bad behavior or that you wallow in your messes but when a leader can develop a culture on his or her team in their company, on their club, on their committee, when you’re confident enough to own your mess, you then make it acceptable for others to own theirs and everybody can move to success.

Eddie Turner:

Thank you. Scott, where can my listeners learn more about you and your organization?

Scott Miller:

Well, to quote my wife, it’s kind of hard not to find me these days. She thinks I’m a little bit overexposed. You can follow me on Twitter, on LinkedIn. You can Google Scott@FranklinCovey and find my Instagram handle. You also can visit ManagementMess.com. That’s where you find the book. I’ve also co-authored a new book called Everyone Deserves a Great Manager. That debuted at number three in the Wall Street Journal list a few weeks ago. And if you just visit FranklinCovey.com, you can also find me there.

Eddie Turner:

Fantastic. Well, Scott, thank you again. I’ll make sure I put this in the show notes for everybody. I appreciate you for being a guest of the Keep Leading!® Podcast.

Scott Miller:

My honor. Thank you, Eddie.

Eddie Turner:

And thank you. That concludes this episode, everyone. I’m Eddie Turner, The Leadership Excelerator®, reminding you that leadership is not about our title or our position. Leadership is an activity. Leadership is action. It’s not the case of once a leader, always a leader. It’s not a garment we put on and take off. We must be a leader at our core and allow it to emanate in all we do. So, whatever you’re doing, always keep leading.

Thank you for listening to your host Eddie Turner on the Keep Leading!® Podcast. Please remember to subscribe to the Keep Leading!® Podcast on iTunes or wherever you listen. For more information about Eddie Turner’s work please visit EddieTurnerLLC.com.

Thank you for listening to C Suite Radio, turning the volume up on business.

The Keep Leading!® podcast is for people passionate about leadership. It is dedicated to leadership development and insights. Join your host Eddie Turner, The Leadership Excelerator® as he speaks with accomplished leaders and people of influence across the globe as they share their journey to leadership excellence. Listen as they share leadership strategies, techniques and insights. For more information visit eddieturnerllc.com or follow Eddie Turner on Twitter and Instagram at @eddieturnerjr. Like Eddie Turner LLC on Facebook. Connect with Eddie Turner on LinkedIn.

The post Keep Leading!® Podcast Episode 050 | From Mess to Leadership Success | Scott Miller appeared first on Eddie Turner.

Keep Leading!® Podcast Episode 046 | Insights from the World’s #1 Executive Coach | Dr. Marshall Goldsmith

admin — Tue, 04 Feb 2020 13:03:12 +0000

Dr. Marshall Goldsmith
World’s #1 Leadership Thinker & #1 Executive Coach
Insights from the World’s #1 Executive Coach

Episode Summary
Dr. Marshall Goldsmith is the world’s #1 Leadership Thinker and #1 Executive Coach! We discussed his latest NYT Best-Selling book with Sally Helgesen, his upcoming book collaboration with Alan Mulally, and the first MG100 Annual Meeting.

Check out this 60 Second preview of the episode!

Bio
Dr. Marshall Goldsmith is the world authority in helping successful leaders achieve positive, lasting change in behavior: for themselves, their people and their teams. He was recently recognized as the #1 Leadership Thinker in the World and the top rated executive coach at the Thinkers 50 ceremony in London. Marshall is the #1 New York Times best-selling author of Triggers, MOJO and What Got You Here Won’t Get You There. His books have sold over two million copies, been translated into 30 languages and become listed bestsellers in twelve counties. He is one of the few executive advisors who have been asked to work with over 150 major CEOs and their management teams. Dr. Goldsmith is a Fellow in the National Academy of Human Resources and winner of the Lifetime Achievement in Teaching Award from the Institute for Management Studies. His work has been recognized by almost every professional organization in this field. You may contact Marshall at Marshall@marshallgoldsmith.com and find more about Marshall at www.MarshallGoldsmith.com.

Website
https://www.marshallgoldsmith.com/

LinkedIn
https://www.linkedin.com/in/marshallgoldsmith/

Twitter
https://twitter.com/coachgoldsmith

Facebook
https://www.facebook.com/Marshall.Goldsmith.Library/

Instagram
https://www.instagram.com/coachgoldsmith/

Get Your Copy of Marshall’s Book!
https://www.marshallgoldsmith.com/product/how-women-rise-break-the-12-habits-holding-you-back-from-your-next-raise-promotion-or-job/

Subscribe, Share and Review

Transcript

This podcast is part of the C Suite Radio Network, turning the volume up on business.

Eddie Turner:

Hello, everyone! Welcome to the Keep Leading!® Podcast, the podcast dedicated to leadership development and insights. I’m your host, Eddie Turner, The Leadership Excelerator®. I work with leaders to accelerate performance and drive impact.I first learned about my guest today as an adult who went back to school to finish his undergraduate degree. I went to Northwestern University and I was introduced to Aileen Baird. She was one of the toughest professors around and she really challenged me and left a lasting impact on me. Part of that impact was introducing me to the work of Dr. Marshall Goldsmith. She introduced me to the book What Got You Here Won’t Get You There and it instantly resonated with me. I became a Marshall Goldsmith fan and a follower of his work as a result of Aileen Baird. Fast forward about 10 years and I found myself going into the world of coaching. And as part of my certification training, I was again and required to read the book What Got You Here Won’t Get You There.

Dr. Marshall Goldsmith is the world authority in helping successful leaders achieve positive lasting change in behavior for themselves, their people, and their teams. He is recognized as the number one leadership thinker and the number one executive coach in the world. He has more than 1.5 million followers on LinkedIn alone and this makes him a true LinkedIn influencer. He is the author of 39 books, including New York Times bestsellers Triggers, Mojo, What Got You Here Won’t Get You There, and How Women Rise. He sold more than 2.5 million copies of those books around the world. So, I am truly excited to have with me today Dr. Marshall Goldsmith.

Dr. Marshall Goldsmith, welcome to the Keep Leading!® Podcast.

Dr. Goldsmith:

Thank you so much for inviting me. It’s my pleasure.

Eddie Turner:

Please tell us a little bit more about you.

Dr. Goldsmith:

Well, I was born in Kentucky. I went to school in Indiana. I got a PhD at UCLA Anderson School. I was as a college professor and dean when I was young. And I do three things. I give talks or teach classes. I travel all around the world speaking and teaching. I’ve been to 102 countries and on American Airlines alone, I have over 11 million frequent flyer miles. And I write books and articles, as you mentioned. I’ve actually now done 41. So, I’ve done a lot of books and articles. And then I’m famous for coaching people. I’ve been coaching CEOs of Ford, Pfizer, Latrobe, World Bank, Mayo Clinic, Walmart and so on and on and on. And what I learned about coaching, I’m sure you’ve found the same thing, is I learned so much. In theory, we’re supposed to teach them when in practice, I was learning from what I teach.

Eddie Turner:

And when you say you learn from what you teach, Dr. Goldsmith, what would you say is the biggest lesson you’ve learned through your amazing career as a coach?

Dr. Goldsmith:

I’m often asked what’s the key to being a great coach. And the key to being a great coach is great customers. In my coaching, I have a very unique system. I don’t get paid if my clients don’t get better. And better is not judged by me or them. It’s judged by everyone around them. So, you can tell if a person really believes what they’re saying, ask them one question – “Want to bet on it?” – “I believe it but I wouldn’t bet on it.” I don’t believe it but since here’s the money, they believe it. I bet on this every time. When you get paid for results, you learn humility. The client I coached and I spent the most amount of time with didn’t improve at all and they paid. The client I coached and spent the least amount of time was improved more than anyone I’ve ever coached, 200 people got better and I didn’t get paid. So, I made a chart. I have a degree in mathematics. I made a chart. One dimension was called ‘Time Spent with Executive Coach Marshall Goldsmith’. The other dimension was called ‘Improvement’. There seemed to be a clear negative correlation between spending time with me and getting better. I thought it’s troubling chart. So, I got to talk to my friend who improved the most and I spent the least amount of time with. He and I are working on a book together now. His name was Alan Mullaly. Alan was CEO of Ford, CEO of the Yean in the United States in 2014, ranked Number Three Greatest Leader in the Whole World, just an amazing man and just a good friend of mine. I talked to him just an hour or two ago. So, I go to my friend Alan and I said “Alan, of all people I coached, I spent the least amount of time with you and you improved the most.” I showed Alan my chart. I said “Alan, the way this chart looks, if you never met me, you’d really been good.” I said “What should I learn about coaching from you?” Well, he taught me two great lessons. He said “Number one, your biggest challenge as coach is called customer selection. If you pick great customer, your coaching process always works. If you pick the wrong customer, your coaching process will never work.” Then he said “Never make the coaching process about yourself and your own ego and how smart you think you are. Make it about those great people you work with and how proud you are of them and how hard they work.” Well, these are such great lessons and that has totally changed my life, really got me focused on helping great people. I always got ranked number one coach. Why? Nobody watched me coach anybody. Oh, you got ranked number one coach because you got great clients who sound great.

Eddie Turner:

How about that? So, the secret to being a great coach is picking great clients.

Dr. Goldsmith:

Let me give you an analogy. Let’s take a basketball team. One team is the All Stars. Another team is people who’ve never won. Which coach is probably going to win that game?

Eddie Turner:

The team with the All Stars.

Dr. Goldsmith:

That’s generally the way it works. There’s only so much you can do as a coach. Ultimately, it’s up to them.

Eddie Turner:

Well, that’s a really good analogy.

Dr. Goldsmith:

If they’re motivated and dedicated and want to get better, they’ll do it. And if they’re not, they won’t.

Eddie Turner:

Excellent. So, Alan Mullaly, one of the premier CEOs who was successful, I believe, it was Boeing where he was at and before you went to Ford.

Dr. Goldsmith:

And then Ford, yes.

Eddie Turner:

Yes, yes. So, he’s one of the examples of one of your best clients that you have achieved results with. And now you’re working on a new book. So, we will look forward to hearing more about that book in the near future and being able to read that.

Dr. Goldsmith:

Very exciting.

Eddie Turner:

So, when we think about some of your works, I heard that you had 39, you told me now that the latest statistic is 41 books. If someone is being introduced to your work for the first time, is there a book that you think they should start with first?

Dr. Goldsmith:

Yeah, I would start with the one you did – What Got You Here Won’t Get You There – first.

Eddie Turner:

Okay, excellent.

Dr. Goldsmith:

Then I’ll go to Triggers as the second. Those two books got ranked by Amazon in the Top 200 Leadership and Success books ever written in history. So, let’s start with those two.

Eddie Turner:

All right.

Dr. Goldsmith:

Most of the 41 books that I’ve written or edited were purchased only by my mother, my father, and assorted relatives. So, unless you need some aid on how to go to sleep, I wouldn’t recommend a lot of my books.

Eddie Turner:

Well, that means that you’ve got 2.5-million revenue sales because a lot of people have read them. And as an author myself, I don’t know how to even sell 1000 copies of your book. So, I’m obviously in awe of you and what you’ve been able to accomplish.

Dr. Goldsmith:

Thank you so much.

Eddie Turner:

What Got You Here Won’t Get You There and Triggers are the two that we would recommend.

Dr. Goldsmith:

And then also, How Women Rise, I think, is an excellent book. That book is really good too.

Eddie Turner:

Yes, I had the amazing privilege to interview your co-author for that book, who I just absolutely love, Sally Helgesen a couple of months ago and Sally said something, when I asked her about the genesis of that book, that I found very intriguing. Having read your book first, What Got You Here Won’t Get You There, and at the time, I was not a coach. I just was an individual who was, in fact, at the time still an information technology professional but I was working with a lot of senior executives in major corporations. So, that’s why that book really appealed to me because of the behaviors I’ve seen and a belief system I had about kind of the way they should operate but I didn’t have a language for it. And certainly, I was an IT person. I didn’t even have the authority to even share with them what my view was. And so, your book really laid it out so nicely but then when I started to operate as a coach myself, I realized that some of the things that were there didn’t necessarily apply to female clients. And I started to get a lot of female clients.

Dr. Goldsmith:

Well, that’s the genesis of the book.

Eddie Turner:

Okay. Tell me more.

Dr. Goldsmith:

Well, I mean, they’re really great books. And actually, I realized 85% of my clients have been men. Instead, that book tends to be more focused on issues that have been to women. And some of the issues men or women have are the same but some of them are different. Why don’t you get in Sally write to a book about how they’re different? That one call led to the book.

Eddie Turner:

Wow! That is incredible. And for those who don’t know, Sally Helgesen is the world’s premier authority who pioneered women’s leadership before it was even popular. And so, that’s why I suggested you two get together.

Dr. Goldsmith:

Oh, yes. So, it was a really fortuitous thing. Sally and I have known each other for 25 years. So, we’re also old friends.

Eddie Turner:

Wonderful. Wonderful. And that book is an incredible book. In fact, I’ve given that book to several clients and friends as a gift. And it really is making a difference in women’s lives. And so, How Women Rise is another book that we would definitely recommend people read.

Dr. Goldsmith:

And the three books I recommended – What Got You Here Won’t Get You There, Triggers, and How Women Rise – are all incredibly well-written books. Now, why can I say that without bragging? I didn’t write any of those books. What Got You Here Won’t Get You There and Triggers, they were written by my partner Mark Reiter. So, we have a partnership. I’m a thinker. I come up with the ideas. We talk, he writes, and then we do a book together. And I’m a very good writer. I’m not nearly as good writer is Mark Reiter. And the book How Women Rise was written by Sally. She’s a better writer than I am too. So, the three best books I’ve ever done have one thing in common. I didn’t write them.

Eddie Turner:

So, Marshall, do I hear you tell there’s another algorithm that needs to be written about the amount of time?

Dr. Goldsmith:

Exactly. Have a great partner. I never thought about this but you made a great point. The secret of coaching is great client. The secret of writing is to find somebody who can write.

Eddie Turner:

I love it. Excellent. Very good.Well, we’re talking to Marshall Goldsmith, the number one leadership thinker and the number one executive coach in the world. And we’ll have more with Marshall right after this.

Hi! This is Sally Helgesen. I am an author and leadership coach and you’re listening to the Keep Leading!® Podcast with Eddie Turner.

Eddie Turner:

Okay, we’re back. I have the honor of talking to the number one leadership thinker and the number one executive coach in the world today, Marshall Goldsmith. And by the way, he’s held that ranking for the last eight years. And we spent time before the break talking about Marshall’s amazing literary works that he’s produced over the years. And he gave us some really good advice.So, now we’re going to switch gears a little bit. We talked about Sally Helgesen. And Sally Helgesen and I later learned, Marshall, that I’ve interviewed now five people that are part of an amazing group and the amazing group they’re part of is the MG100 or Marshall Goldsmith’s 100 Coaches. Can you tell my listeners a little bit about what that program is?

Dr. Goldsmith:

Well, years ago, I went to a program called Design the Life You Love with Ayse Birsel, one of the world’s top designers. And she said “Who are your heroes?” And my heroes were kind and generous people who really taught me all I knew for free and didn’t expect much back, people like Paul Hersey, Peter Drucker, Ken Blanchard, Warren Bennis, Richard Beckhard, and Frances Hesselbein, just wonderful people. And she said “You should be more like those people?” I decided to teach people everything I know for free and the only price is when they get old, they had to do the same thing. So, I made a little video and put it on LinkedIn, little 30-second video and said “My name is Marshall. I got ranked number one leadership thinker, number one coach, number one book and getting old and I would adopt 15 people, teach them all I know for free, and the only price is when you get old, you have to do the same thing.” I thought maybe 100 people would apply. Turned out now over 18,000 people have applied. I’ve ended up adopting about 190. The group is called the MG100. It’s more than 100 now. It’s about 190. And, as you know, these are just amazing, amazing people who are really focused on giving back, helping each other, and have a positive sense of community together. It’s just been wonderful. By the way, we get two couples in the group who are in love.

Eddie Turner:

Okay.

Dr. Goldsmith:

Hubert Joly, one of my good friends, who was CEO of Best Buy, he and [Inaudible][16:09] who is an author and consultant, they’re getting married.

Eddie Turner:

How about that!

Dr. Goldsmith:

And Eric Schurenberg, he is head of Inc Magazine, [Inaudible][16:17], getting married, I think, to Alyssa who’s a number one startup coach. So, who knew? This has turned out to be a huge deal which was way beyond anything I might have ever dreamed of.

Eddie Turner:

So, you brought together some of the world’s top coaches, top consultants and thinkers. And in addition to being the leadership coach, it sounds like you’re going to become the love doctor.

Dr. Goldsmith:

What’s amazing is if you look at some of the people, they’re not all in the traditional coaching world. For example, Chris Cuomo, he is CNN news. He’s one of the ones in our group. And today, I was just with Paul Gasol. Paul, I don’t know if you remember, played for the Lakers, NBA All Stars, probably going to be in the Hall of Fame. So, he wants to work now on how to help retiring athletes have a great life. So, he and I were on the phone for an hour today. Just a wonderful person. So, it’s been an amazing project.

Eddie Turner:

Yes, there’s a big need for that as I have discovered because Houston, I learned because I was introduced to athletes here, is the number one hub of retired NBA players. And so, because of that, I was introduced to a couple of stars to help them and work with them. And I was blown away. I had no idea that such a need existed to help athletes transition from the competitive space to the corporate space or a life after sports. I assumed that there were already mechanisms in place for that but there isn’t. so, it’s great to hear that all Paul is filling that gap.

Dr. Goldsmith:

The numbers are awful. And, as bad as the NBA is, they’re 50% bankrupt in five or six years, about 90% divorced. The NFL Football League is worse.

Eddie Turner:

Wow!

Dr. Goldsmith:

Their numbers are atrocious. By the way, some new people are joining our group along with Paul Gasol. Curtis Martin and Ray Lewis in the NFL.

Eddie Turner:

Oh really?

Dr. Goldsmith:

Yeah, these guys were talking about their lives and how they want to help people now. Their lives are spent when they’re an athlete with total structure and control – “I have work out. I have to do this. I have to do that.” When that structure and control is taken away, a lot of them just revert back to very bad things. The other thing we’ve learned is they wasted their money. Evander Holyfield was worth 250 million bucks. He made 250 million in boxing. He is worth zero today.

Eddie Turner:

I know that. That’s staggering.

Dr. Goldsmith:

It’s mind blowing. I mean, a lot of it is drugs, alcohol, cars, fancy homes. They would love this. I They gave the money away. Gave it away.

Eddie Turner:

Well, that makes what Shaq has done even more impressive. And he said “It’s not about how much you make. It’s about how much you keep.”

Dr. Goldsmith:

That’s it. And a lot of them, a lot of their buddies come and say they were brought up poor. Their friends say “Look, I was your friend in the hood. And you’re worth 50 million bucks. All I need is 20,000.” And they say “Okay.” What happens after you give that guy 20,000? What happens next month?

Eddie Turner:

He wants more.

Dr. Goldsmith:

He wants more. Then they retire and then they try to buy love sometimes and it doesn’t work. There’s an old song, great song by Billie Holiday – “Money, you got a lot of friends hanging around the door. When it’s gone and spend them in, they don’t come around no more.”

Eddie Turner:

Not only am I getting wisdom from Marshall Goldsmith today, I got Marshall Goldsmith to serenade my audience. How about that?

Dr. Goldsmith:

There you go. I had no idea.

Eddie Turner:

I love it.

Dr. Goldsmith:

So, back to our project. Paul Gasol, he wants to interview some of the members of our group. Jim Kim just left as head of the World Bank. Alan, as you mentioned, CEO of Ford, he talked about how are they doing their post-corporate lives. And it’s true for CEOs. It’s true for athletes, singers, all kinds of people.

Eddie Turner:

Indeed. Also, the work that the MG 100is accomplishing is fantastic and it’s exciting to hear about some of these new members who have been added. And, in full disclosure, I am honored to have been one of the people you’ve added as a part of the group.

Dr. Goldsmith:

I love to have you in our group. I think you were officially sponsored by Gen. Tom Colditz. Is that correct?

Eddie Turner:

Sally Helgesen.

Dr. Goldsmith:

Sally?

Eddie Turner:

Sally.

Dr. Goldsmith:

I know you’ve been wanted by a lot of people.

Eddie Turner:

Gen. Colditz definitely played a role as well but Sally sponsored and then Gen. Colditz, Howard Prager, and Frank Wagner also supported my nomination.

Dr. Goldsmith:

Well, I’m honored to have you as an honorary … You’re not my honorary son. You’re my honorary grandson. I have you as an honorary grandson and you got some new customs coming up. And if you have anybody giving you a hard time, Ray Lewis is your honorary cousin. I don’t know if you ever saw him but I don’t think you might be messing with him.

Eddie Turner:

I’m looking forward to seeing him at our annual meeting. Yeah, having Ray Lewis behind you, that’s certainly fun.

Dr. Goldsmith:

I know. Stranger that it is, Chris Cuomo, the announcer, is one of the people. I was bragging about him to Ray Lewis and Ray was unimpressed.

Eddie Turner:

Well, wonderful. Well, what do you think about the world of coaching? What advice do you have for coaches?

Dr. Goldsmith:

Well, my advice for coaches is you got to have great clients and don’t make it about your own ego. Also, though, very excited that you’re going to be joining us in January?

Eddie Turner:

Absolutely. I would not miss it for the world.

Dr. Goldsmith:

You mentioned Alan Mullaly. I’m going to connect a few dots here. My friend Alan Mullaly and I just spent the first three hours in January talking about a brand-new coaching project that I think is going to revolutionize the whole field. What I’m doing and what he’s doing is we’re combining his leadership process, and he’s probably the greatest leader in this century, and my coaching process for making one process that applies from anything to an individual to a multibillion-dollar company.

Eddie Turner:

Isn’t that interesting?

Dr. Goldsmith:

And you’ll be there.

Eddie Turner:

Yes. Now, I’m really even more excited than I was already.

Dr. Goldsmith:

Obviously, I’m biased but I think it’s going to be fantastic. And he has put together a leadership system. I was his coach many, many years ago. He’s taken my coaching process, combined it with his leadership process, and I think this is taking coaching to a whole another level. And we’re really going to be talking about the impact of potentially using this process anywhere from one person up to, in his case, the multibillion-dollar corporation.

Eddie Turner:

Wow! So, it’s scalable.

Dr. Goldsmith:

It’s totally scalable. And also, the key is for both Alan and for me it’s a process. I tell my clients “Look, I don’t get paid because I’m a good coach. I get paid because you’re a good customer. Don’t be making it about me. This is a process and if you follow the process, you will get better. And if you don’t follow the process, you probably won’t get better. And me being your coach or not coach is not the key variable.” Now, Eddie, I have a little bit of advantage as a coach. I say “If you don’t get better, it’s about you. It’s not about me” is kind of an implied message. “You see that book and those 50 big CEOs’ names? They all got better. They got better. So maybe if you don’t get better, one of us has a problem and it is you.”

Eddie Turner:

Tough to argue with that.

Dr. Goldsmith:

Yeah. I am so excited about the new things we’re working on together and so excited that you’re going to be joining us in January. We’re going to spend three hours with this. Then Alan’s going to be there for two days. So, you’re going to get a chance to really interact with somebody who not only understands this from a coaching perspective but from a massive leadership perspective.

Eddie Turner:

Well, I can’t wait. I can’t wait. So, let me ask this then. So, you gave us some more advice for coaches, then amplified what you said earlier, but what do you see is the future of coaching? Is it this process that you’re going to be introduced with Alan?

Dr. Goldsmith:

I’d say it is definitely the future because it’s basically looking at coaching from a whole different perspective. Let me just give you a couple of breakthrough ideas. We’ve been taught one thing. In your life, people say “Well, why is this stuff I teach so hard to do?” Well, one reason this is hard to do is, and I talked about this in my book What Got You Here Won’t Get You There, is you spent a whole life taking tests. You mentioned you went to Northwestern. You take tests. You take tests over and over and over again. What was the purpose of these tests? Prove how smart you were. You don’t have to prove how smart you are hundreds or thousands of times. It’s hard to stop. It’s very hard to stop this stuff. And, by the way, every time you proved you were smart, would you get toward positive recognition – “Oh, Eddie, you’re good. You’re smart. You get to go to this fancy school. Oh, look at you. You’re the smart one.” And how about if you didn’t get those tests right? – “Woo, very bad, very bad. Oh, not so good. Not so good at all.” We have been conditioned to prove how smart we are over and over and over again thousands of times in our lives. It’s hard to stop. And the higher up you go, the more you need to learn to stop. The other thing is every motivational speech sends the wrong message for leaders. What message do you get in any motivational speech? – “You can do it. You can do it. You can do it. You can do it” – but the problem is when you’re CEO, as Alan taught me, it’s not about you. It’s about them. It’s not if you can do it. It’s if this team can do it, this company can do it, they can do it. And it’s hard because we’ve been so conditioned, and even these leaders have talked about “I’m a servant leader and I empower people,” they’re just taking the problem and passing it down one level. So, now your top seven people all believe “I can do it. I can do it. It’s all about me.” No, no, it isn’t. It’s not all about you. It’s about this whole company. It’s about our stakeholders. It’s not all about you. And it’s because we’ve been brought up to believe that you have to be ashamed if you need help.

Eddie Turner:

Yes.

Dr. Goldsmith:

You have to be ashamed if you don’t have all the answers. Well, Peter Drucker taught me about knowledge workers. Knowledge worker knows more about what they’re doing than their boss does. Everybody I work with manages knowledge workers. They know more than you. You can’t just tell them what to do and how to do it. You have to be a facilitator. You have to ask, you have to listen, you have to learn. And this is a big change. This is a big change. And, by the way, most coaches, you know what their philosophy is? “I’m going to sit there in the room and ask you questions and you’re going to come up with the answer from inside you.” That’s fine if you’re doing life coaching. What Alan want is when some guys got a bunch of cars backed up out in the Tundra because they got a part broken, they got to know what to do. Well, Alan’s asking them questions about life is not going to get the cars fixed, right?

Eddie Turner:

Right.

Dr. Goldsmith:

You got to find somebody who knows what they’re doing and learn to ask them for help. When Alan first went to Ford, the company was losing 17 billion, billion with a B, dollars. The stock was down to $1.01 and the company was careening into bankruptcy. In his first meeting he had top 16 leaders and said “Okay, you’re going to give me your five top priorities Red, Yellow or Green – Green, we’re on plan; Yellow, we’re not on plan but we have a strategy; and Red, we’re not a plan and we have no strategy. Red, Yellow Green in first meeting. 16 x 5 = 80 priorities and losing 17 billion dollars. You know what the results were? All green. Alan said “Well, we’re losing 17 billion dollars and we’re all on plan.” He said “I think this is a bad plan. We may want to reconsider this plan. We’re losing 17 billion dollars here. Somebody’s got to be doing something. Why don’t we do it over?” Finally, somebody said “Red.” Alan said “Thank you for saying red.” He stands up and applauds – “Thank you for having the courage to admit you need to improve.” And then he said something even more profound. He said “You’re not afraid. You know how to get there. You’re lost. It is okay. You’re certainly sure of your own thing. My name is Alan Mullaly. I’m the CEO of Ford Motor Company. I will tell you one thing. I know a whole lot less than you do. I know a whole lot less than we do. What don’t we actually find some people who know what they’re doing and involve them and figure out how to fix this?”Now, how simple was that, number one and number two, how brilliant was that? Number three, the sad part. How unusual was that? How many CEOs would say “I don’t know the answer.”

Eddie Turner:

Not many.

Dr. Goldsmith:

You know more than name. Not enough. And what Alan says is “Not only do I not know the answer and, by the way, you don’t know the answer, let’s be real. None of the big shots sitting in this room know how to solve your problem. How do we find some smart young people out there who actually know something and see if we can get this fixed?” You know what he said? Within 15 minutes the problem was fixed.

Eddie Turner:

Wow! That’s quite impressive. It takes a lot of courage to be vulnerable like that.

Dr. Goldsmith:

Well, that’s the new world. That’s what we’re going to teach, as a coach. I say you’re going to learn a little bit from me but you’re going to learn a whole lot from all those people around you. I’m a facilitator who’s going to help you learn from these good people. I’m not god that has all the answers. And, by the way, you got a problem because Mary says you don’t listen. You can sit in a row and have me ask you probing questions for a few years. You might want to go ask Mary “How can I be a better listener?” Why don’t we just ask Mary?

Eddie Turner:

Yeah. Well, you summarized it very nicely there.

Dr. Goldsmith:

Yeah, that’s it. And that’s Alan’s whole leadership process. Somebody challenged Alan. You know what he said? I won’t go into the details but you can look up his network online. It’s a huge number. Somebody says “Alan, if somebody would ever pay you as a CEO millions of dollars just be a facilitator?” You know what he said?

Eddie Turner:

What’s that?

Dr. Goldsmith:

He said “No, maybe hundreds of millions.” He didn’t get paid millions. They’re going to get paid hundreds of millions. And you know what, when he left Ford, his personal check was, I think, 400 million dollars, he had the highest approval rating of any CEO in the United States from the employees in a union company. Think about this. The UAW, United Auto Workers, 97% approval for him as their CEO. They usually hate the CEO. And how about CEOs who make 400 million dollars? They really hate them. They love the guy.

Eddie Turner:

That says a lot.

Dr. Goldsmith:

Nicest guy in the world. I was on the phone with him today for an hour and a half “Nicest guy in the world.” He said “You know what, Marshall. It’s not about me.”

Eddie Turner:

Not about me. Not about the individual leader. It’s about those who we are leading.

Dr. Goldsmith:

If they’re leaders, it’s not just about them, either. It’s about the whole team that they’re working with.

Eddie Turner:

Yes, yes. Well, very well said.So, Marshall, I could talk to you for hours but how would you summarize our conversation that we’ve had today.

Dr. Goldsmith:

Let me ask you a question. What’s your deepest learning from today?

Eddie Turner:

Well, number one, you really whet my appetite for what we have coming in at our annual meeting there for the first time that you’ve assembled all the MG100 but your coaching approach stands out. And I’m really looking forward to this process of combining your tremendous talent as the number one leadership coach with Alan Mullaly’s leadership skills. Those two coming together and merging sounds like an amazing marriage.

Dr. Goldsmith:

And now there is going to be a price for this, Eddie. You know what the price is? When you get old, what’s the price?

Eddie Turner:

I have to give it all away.

Dr. Goldsmith:

You have to give back to others.

Eddie Turner:

Yes. And that process has already started, sir.

Dr. Goldsmith:

That’s good. You’re a good honorary grandson.

Eddie Turner:

Yes, sir, granddad.So, Marshall, thank you so much for spending a little bit of your time with me today and to be able to share with my listeners just a little bit more about you.

Dr. Goldsmith:

Thank you so much for inviting me. It’s great fun.

Eddie Turner:

Where can they learn more about you?

Dr. Goldsmith:

First, go to www.MarshallGoldsmith.com. I’ve got hundreds of videos and articles online. You mentioned LinkedIn. Just be a follower on LinkedIn. I have material online constantly there. Go to YouTube. I’ve got 3 million views of my stuff on YouTube. So, I’m not really hard to find.

Eddie Turner:

All right. So, we’re going to make sure we put all that in the show notes so folks can go ahead and get all those resources.

Dr. Goldsmith:

You can email at Marshall@MarshallGoldsmith.com.

Eddie Turner:

All right. We’ll make sure that’s in the show notes as well so folks can connect with you, become a follower if they’re not already, and continue to learn from the amazing Marshall Goldsmith.Marshall, thanks again. I’ll see you in a couple of weeks, okay?

Dr. Goldsmith:

See you in a couple of weeks. And, by the way, out there there’s this guy Eddie. So, if you ever need to get help and somebody helping you out, I’m recommending you talk to this Eddie character because that’s part of his job now.

Eddie Turner:

It is. It is.

Dr. Goldsmith:

Thank you.

Eddie Turner:

Thank you, Marshall.And thank you for listening. That concludes this episode, everyone. I’m Eddie Turner, The Leadership Excelerator®, reminding you that leadership is not about our title or our position. Leadership is an activity. Leadership is action. It’s not the case of once a leader, always a leader. It’s not a garment we put on and take off. We must be a leader at our core and allow it to emanate in all we do. So, whatever you’re doing, always keep leading.

Thank you for listening to C Suite Radio, turning the volume up on business.

The post Keep Leading!® Podcast Episode 046 | Insights from the World’s #1 Executive Coach | Dr. Marshall Goldsmith appeared first on Eddie Turner.