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What if the world's top executive coach could fit in your pocket? With over 40 books authored and countless C-suite transformations under his belt, Marshall Goldsmith is now taking on his biggest challenge yet: an AI-powered platform that's democratizing access to his decades of wisdom. In a world obsessed with achievement, Goldsmith's most radical idea might just be that success won't make you happy. Marshall Goldsmith, a man who's coached the coaches, now wants to coach an entire generation through the power of artificial intelligence.
Dr. Marshall Goldsmith has been recognized as one of the Top Ten Business Thinkers in the World and the top-rated executive coach at the Thinkers50 ceremony in London since 2011. Published in 2015, his book Triggers is a Wall Street Journal and New York Times #1 Bestseller! He’s also the author of the New York Times bestseller and #1 Wall Street Journal Business Book What Got You Here Won’t Get You There, winner of the Harold Longman Award as Best Business Book of the Year.
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Achievement Doesn't Guarantee Happiness: Happiness and achievement are independent variables. Marshall states, "Achieve to achieve. But don't ever think achievement is going to make you happy." Michael Phelps and Albert Barlow (CEO of Pfizer) illustrate that even extraordinary achievements don't necessarily lead to lasting happiness or satisfaction.
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Avoiding self-stereotyping: Many of our perceived limitations are self-imposed and can be overcome. Leaders should be cautious about how they stereotype themselves, it can significantly limit their potential.
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Leadership is always changing: Modern leadership is evolving from a top-down approach to a more facilitative role. Peter Drucker states that, "The leader of the past knew how to tell, the leader of future knows how to ask." Today leaders need to be more collaborative, ask questions, and involve team members in decision-making.
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Stakeholder-centered coaching: Marshall’s coaching methodology, which he calls "stakeholder-centered coaching," focuses on helping leaders learn from everyone around them. He emphasizes the importance of getting feedback from stakeholders, listening to it, and making measurable changes based on that input. This differs from more introspective coaching methods and focuses on practical, observable behavioral changes.
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