American - Coach | March 20, 1949 -
One of the most important actions, things a leader can do, is to lead by example. If you want everyone else to be passionate, committed, dedicated, and motivated, you go first!
Marshall Goldsmith
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The last thing I say on most phone calls is not, 'Goodbye,' but, 'Thank you.'
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All of us have people in our lives who drive us crazy. We've spent hours reliving the unfair, unappreciative, inconsiderate treatment they have inflicted on us. But getting mad at this person makes just about as much sense as getting mad at a chair for being a chair.
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Our inner beliefs trigger failure before it happens. They sabotage lasting change by canceling 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.
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Gratitude is not a limited resource, nor is it costly. It is abundant as air. We breathe it in but forget to exhale.
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When you're at the lower levels in the organization, you need to win and be right. But as you move up, you need to let other people win and be right, and become a manager and delegate responsibility.
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When we presume that we are better than people who need structure and guidance, we lack one of the most crucial ingredients for change: humility.
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One of the greatest mistakes of successful people is the assumption, 'I behave this way, and I achieve results. Therefore, I must be achieving results because I behave this way.' This belief is sometimes true, but not across the board.
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Understanding the past is perfectly admissible if your issue is accepting the past. But if your issue is changing the future, understanding will not take you there.
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To me, the #1 key to success is 'creating lasting positive change in yourself and others.' That is what is most rare, most difficult, and most valuable about leading people.
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Active questions are the alternative to passive questions. There is a huge difference between, 'Do you have clear goals?' and 'Did you do your best to set clear goals for yourself?' The former is trying to determine the employee's state of mind; the latter challenges the employee to describe or defend a course of action.
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I regard gratitude as an asset and its absence a major interpersonal flaw.
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