The Buddhist in the board
room
By
CHRIS ERIKSON, NYPost, February 12, 2007
New York, USA -- IM talking to executive
uber-coach Marshall Goldsmith, and money is on my mind, for several
reasons. First, as we chat over late-morning coffee, Im well aware
that most of the people Goldman sits down with in the course of a
workday can buy and sell me several thousand times before
breakfast. Called a rock star by Forbes, and the country's
premiere executive coach by Fast Company, he typically ministers to
those at the highest reaches of the corporate ladder.

HELPING HAND: Top CEO coach Marshall Goldsmith helps improve
workplace dynamics - and gets the Gordon Gekkos of the world to
lighten up a bit.
Second, as you might imagine, Goldsmith, 57, commands a hefty fee
for his efforts - some $250,000 per client. (Though he only
collects it if its agreed hes produced meaningful results.
Generally, he collects it.)
But mostly, Im thinking about money because my debt to this
corporate guru is growing by the minute.
See, to operate according to Goldsmithian principles is to follow a
number of simple rules. Things like: Be a good listener. Dont make
excuses. Dont pass judgments or make destructive comments. Say
Thank you and Im sorry, and learn to ask for
forgiveness.
Whats getting me into trouble at the moment is one of Goldsmiths
favorites: Dont start a sentence with But, No or However. He
likes this one so much he charges his clients $20 every time they
do it, a practice that over the years has raised $300,000 for
charity.
These negative qualifi ers . . . secretly say to everyone, Im
right. Youre wrong, he writes in his new book, What Got You
Here Wont Get You There: How Successful People Become Even More
Successful.
As we speak, my habit of starting sentences with But is racking
up a hypothetical debt so fast I might as well sign my paycheck
over to him right now. He silently clocks it every time I do it,
and occasionally interjects a tally. As in, "That's $160."
But if you'd assume that by now I feel like taking the
aforementioned coffee and dumping it in Goldsmith's lap, you'd be
wrong. A longtime Buddhist who has an easy laugh and favors khakis
and moccasins, Goldsmith has an important gift for a man in his
line of work: a jovial, almost goofy bonhomie that makes him
impossible not to warm to even as he's gently busting your
chops.
As a coach, Goldsmith doesn't sharpen clients' negotiating skills,
or delve into their psyches. He just helps them get along better
with the people they work with - to be seen as less judgmental, or
more receptive to others' ideas, or just plain more civil and
pleasant to be around.
Turns out, the coach to the industry stars just wants us all to get
along.
Of course "civil" and "pleasant to be around" aren't always prized
attributes in Fortune 500 boardrooms, and Goldsmith has a
reputation for cracking some hard cases. One of his favorites
started out with a percentile rating of 0.1 for personability,
meaning that out of 1,000 people at his company, he ranked dead
last. (He turned himself around, and after a year hit the 57th
percentile.)
Goldsmith's method for helping such people is deceptively simple.
"Simple, but not easy," he likes to say. First, he solicits
"360-degree feedback" from colleagues, bosses and underlings to
identify what they perceive as the client's negative traits.
(Sometimes family members are consulted as well.) He presents the
client with the results, and zeros in on the behaviors that are
holding him or her back.
Then he trains the client to cease those behaviors and replace them
with more benevolent ones - like, say, thanking an underling who
presents an idea and promising to think about it, instead of
shredding it on the spot.
More often than not, what holds people back, he writes, "are simple
behavioral tics - bad habits that we repeat dozens of times a day
in the workplace - which can be cured by (a) pointing them out, (b)
showing the havoc they cause among the people surrounding us, and
(c) demonstrating that with a slight behavioral tweak we can
achieve a much more appealing affect."
In the book, he highlights 20 of the most annoying workplace
habits; among them "clinging to the past," "playing favorites,"
"withholding information" and "failing to express gratitude." Such
habits are "transactional flaws performed by one person against
another ... that make your workplace substantially more noxious
than it needs to be."
With his book riding high on the business best-seller lists, we sat
down with Goldsmith to find out how the methods he uses on the
country's top tycoons can help make your work life easier and your
workplace happier.
Part of your job is to walk into the offices of very successful
people and confront them with the divide between how they think
people perceive them and the way they're actually perceived. What's
the typical reaction to that?
Well, when we hear what we don't want to hear, our first reaction
is, "They're confused. They don't understand, the problem isn't me,
it's them." It's hard to realize that sometimes other people can
see things in us that we can't see in ourselves.
Which traits tend to be the least recognized?
One I talk about, that's somewhat counter-intuitive, is the idea of
winning too much. Because we're so geared to winning. And
especially the people I work with. These are winners. The derby of
life, they won. What's hard for them is to not always win
everything.
Here's an example I give: Say you go out to dinner with your wife
or significant other, and you want to go to X and she wants to go
to Y, and you get into an argument. Then you go to her choice, and
the food tastes like crap and the service is awful - what do you
do? Do you critique the food, or do you shut up? We should shut up,
but what do most people do? They critique the food and try to be
right.
Isn't the need to win part of what got these people where they
are?
Parts of it are, and parts of it are not. That's the classic
problem: "I behave this way, I am successful, therefore I am
successful because I behave this way." Wrong. That's the success
delusion. They're where they are because they do many things right,
and in spite of screwing things up. And what I try to do is help
people sort out "because of" and "in spite of."
How much can you separate these things? Take "goal obsession,"
which you say underlies many of the negative behaviors in your
book. That's something a lot of successful people share. At what
point does it become a problem?
When the goal becomes more important than the mission. And that
happens. People get so wrapped up in achieving a goal that they
forget the mission.
I worked with a guy on Wall Street who was working 80 hours a week,
and I asked him, why are you working 80 hours? He said, "Because I
need money." I said, why do you need money? He says, "I've been
married three times, and I need to pay alimony." Well, why have you
been married three times? "My wife didn't understand how hard I had
to work."
See what I mean? It's crazy. And stuff like that happens all the
time. We're so wrapped up in winning and proving how smart we are
that we forget that this battle is not worth winning.
If someone has a lot of natural aggression and drive, and that
makes them good at what they do -
Let's stop there. Parts of that are probably making them good.
Parts of that are probably not making them good. And by the way,
I'm not saying you shouldn't try to win. Win big things, don't win
trivial things.