This magazine is dedicated to the inspiring and thought-provoking ideas of Dr. Marshall Goldsmith on the topics of leadership and professional coaching. Dr. Goldsmith has been recognized for the past four years as one of the Top Ten Business Thinkers in the World and the top-rated executive coach at the Thinkers50 ceremony in London. His newest book, Triggers, is a …

We do not spend enough time teaching leaders what to stop. Half of the leaders I have met don’t need to learn what to do. They need to learn what to stop.

The higher up you go in your organization, the more you need to make other people winners and not make your job about winning yourself.

An easy habit for people who like to win to fall into, and a surefire shortcut for killing conversations, is to start a sentence with “no,” “but,” or “however”

I’m a little skeptical of self-diagnosis. Most people tend to overestimate their strengths and overrate their weaknesses.

The higher up you go in the organization, the more your problems are behavioral. You’re smart, you’re up-to-date, you know the technical aspects of your job, but often you may lack some important people skills and it’s hindering your success.

It is extremely difficult for successful people to listen to other people tell them something that they already know without communicating somehow that (a) they already knew it and (b) they know a better way.

Over the last two decades, team coaching has emerged as an extension of Executive Coaching, empowering leaders to work with their teams in new ways and transform team-building into culture-building. Since 2012, the field sales force for Sanofi’s North American Pharmaceutical division has been reaping the benefits of team coaching delivered via The Pyramid Resource Group’s proprietary model, Team Advantage™: …

Despite the fact leadership training programs abound, they have failed to produce good leaders.

Over the years, it has been noticed that different kinds of people treat and use the ‘future’ differently.