Home' HR Monthly : December 2015 Contents December/January 2016 HRMonthly 45
Q How important is specificity to changing
The more specific the goal is the more useful it will be.
Figu re out what behavioural change will lead to the
most positive change in your life. Then figure out what
this impact is in relation to those around you. For
every person I coach, I get feedback from co-workers,
family members, friends. Gather a bit of feedback,
discuss it, and then follow-up with those stakeholders
throughout the process.
Q A chapter in the book is on employee
engagement and advocates for employees
being more accountable for their own engagement.
How can employers distribute this responsibility
across the organisation?
Despite all this organisational investment in
engagement, levels are at an all-time low, and one
reason for this is that most engagement plans ignore
half the equation: the employee’s responsibility for his
or her own behaviou r. Do what you can to empower
employees to take ownership of their own engagement
by asking them to self-assess . Make a routine of active
questioning at the day’s end: Did you do your best to
be happy? Did you do your best to be fully engaged?
Q In your book, you say that simple is not the
same as easy. Where does this misconception
come from, and how detrimental is it?
When you read most self-help books, you quickly
realise that most of what you are reading falls
into the ‘nothing I haven’t heard before’ category.
The problem, therefore, is not hearing what to do
or knowing what to do – the problem is doing it.
Solutions are usually simple, but not always easy to
implement. Thinking that simple means easy becomes
a problem because people are then embarrassed to ask
for help with something that’s ‘simple’, and this can
prevent good behaviours from taking hold.
Q How do we get past the fear of failure or the
idea that asking for help is weak?
People don’t see the connection between failure and
innovation – it’s healthy to try and to fail on occasion.
If you don’t fail, you don’t learn. The case studies in
this book come from people who have acknowledged
that they failed in some way and need to change.
It’s becoming more acceptable even at the top of
organisations. Ignoring insecu rities and shortcomings
doesn’t benefit you; it just shows your ego.
Q What’s one takeaway you want readers to ask
themselves to change their behaviour?
Everyone should implement daily questions. I have
someone call me every night and ask me the same
questions so I can reflect on how proactive I was that
day about my behaviour. Focus on the ‘you’ that you
want to create in the future, and figure out what you
want to preserve, what you need to eliminate and
what you need to accept. Those four points work at an
individual, team and corporate level.
Marshall Goldsmith is patron of the AHRI
Marshall Goldsmith Award for Talent Development.
Applications for AHRI Awards opens February 2016
His newest book discusses the triggers we face every
day and how to go from planning to doing.
TRIGGERS: CREATING BEHAVIOUR
THAT LASTS – BECOMING THE
PERSON YOU WANT TO BE
Marshall Goldsmith and Mark Reiter
RANDOM HOUSE INC., $40
If you are like most
people, chances are
you remember how,
where or when you met
someone before actually
remembering his or
her name or contact
available for iOS and
Android devices, wants
to help with that.
The app hook s into
your phone, Facebook
and LinkedIn contacts
and combines them with
your calendar, email
and voicemail to give a
little context for those
long lists of connections.
Over time, the app
learns what is most
relevant to you as far as
placing people. Slightly
creepy? Yes. But helpful?
to the app’s developers,
it “creates a way to find
your connections the
way you actually think
Users have to be
comfor table with an app
accessing their personal
and professional social
provided about you
or your connections is
the app comes with
options to disable
yourself and contacts for
a little added privacy.
BY RACHAEL BROWN
18/11/2015 12:08 pm
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