ATD Footer Logo

John Marshall

July 2010 - The Public Manager

Shared Services and the Cloud: Seize the Opportunity

April 2010 - The Public Manager

The New Administration's Shared Services Opportunity

Chip R. Bell is a senior consultant with the Chip Bell Group and author of several bestselling books, including Take Their Breath Away with John R. Patterson. His newest book, with Marshall Goldsmith, is Managers as Mentors and will be in bookstores in May 2013. His consulting firm has worked with many Fortune 100 companies helping them create an innovation-driven culture. He is a past president of the Charlotte Area ASTD chapter. He can be reached at www.chipbell.com.

Chip Bell

John Reed is an executive coach, a trusted advisor to senior leaders, and the leading advocate for more substantial standards and competencies for practicing coaches to professionalize the discipline. He is a MG100 Coaches member, helping talented people excel further. Reed specializes in serving C-level leaders, founders, partners, boards, teams, and other senior professionals. Three organizations, including Marshall Goldsmith Stakeholder Centered Coaching and the International Coaching Federation, designate him as a master coach.Reed integrates expertise in leadership, strategy, psychology, and coaching. He received an MBA from the Tuck School of Business at Dartmouth College and a PhD in psychology from the University of Georgia with an internship at Emory University. He serves as a licensed business psychologist. Reed is a US Navy veteran and previously worked in the Accenture strategy practice. In 2005, he began his coaching practice, Quinn Reed Associates, to help leaders reach new heights.Reed is a founding fellow and contributing author at the Institute of Coaching at McLean/Harvard Medical School. His latest book, released in 2022, is Pinpointing Excellence: Succeed with Great Executive Coaching and Steer Clear of the Rest. His most recent recognition is the Distinguished Psychologist in Leadership Award received in 2023 from the Society of Psychologists in Leadership.

John Reed

Feedback, as Marshall Goldsmith taught me, is a gift. And as such, we need to thank people when they deliver it to us.Case in PointThis point came home to me the other day in a conversation with an entrepreneur who asked me to look at his website and offer suggestions. I noted a few things, for which he thanked me, and then he continued to probe, making our conversation very open-ended. So, when he asked me for any final thoughts, I complimented him on his openness to receiving feedback and his willingness to listen and consider what I had said.Too often, people ask for feedback when all they really want is praise. A friend of mine who is a clinical professor of pediatrics in a major university made this point to me when we talked about giving feedback. All his students—medical residents in pediatrics—want feedback, but when the conversations becomes critical they shirk. It is almost as if these young doctors, all of whom have experienced great success academically, are not prepared to accept that anything could be possibly wrong, especially not with them. After all, their demeanor cries out, they are special.Give and ReceiveWe coach managers to prepare the ground for giving feedback by opening with an affirmative before offering criticism. Managers need to be specific as well as constructive. That is, focus on specific behaviors, not nebulous notions like “attitude.”Perhaps, we also need to teach managers to how to accept feedback so that they, in turn, can set the right example for how to receive it. Good managers I know do this when they invite their direct reports to deliver feedback. It can be dicey for a subordinate to deliver feedback, but savvy managers create conditions for employees to do so.Indeed, there is much discussion on how to give feedback, but relatively little on how to accept it. That’s why Goldsmith’s advice to say thank you is so telling.Enter ACTGood managers ask for feedback. More importantly, when they receive it, they smile and say thank you—even when it stings! So, for starters, here are few quick tips for how to accept feedback. Call it the ACT model: Accept, Clarify, and Thank!Accept. This demonstrates that you are open to new ideas and willing to listen. Have a conversation about the feedback. Use open-ended questions to facilitate conversation.Clarify. Ask for specific examples so that you understand what the other person expects of you. For example, if your boss says you need to communicate more concisely, ask him or her to give you an instance when you were not concise. You can even ask for tips or techniques to be more clear or more brief.Thank. Consider the individual who delivers feedback as one who is taking time to help you. This may not always be true, but if you act open minded then you position yourself as a professional.Someone who fails to accept feedback is one who cuts him or herself off from learning. But not every piece of feedback is valid, and so the credibility of the person delivering it must be considered. If the feedback is coming from a trusted source—even if we don’t like that individual—it should be considered. If the feedback is valid, then the recipient should consider how it applies to them. Change may be warranted.

A-C-T: 3 Tips for Receiving Feedback

Tips on how to develop and maximize a multidisciplinary approach within the healthcare setting to produce the best possible patient-centered care and reduce burnout for doctors.

Multidisciplinary Teamwork Ensures Better Healthcare Outcomes

Leaving the service can feel daunting; worrying about finding your first civilian job can be tough. But chances are you already have the skills and experience you need to enter a rewarding career field with good job prospects—learning and development (L&D). From leadership to communication, creative thinking, and conflict resolution, the military has instilled in you competencies that can be used for your first training and development job. We can show you how.
Join us for this webcast in which you will:
• Be introduced to the daily life of a trainer and L&D professional.
• Learn about the job prospects and paths in this field.
• Discover what skills easily transfer from your military service.
• Explore how to frame your experience so a civilian employer can understand it.
• Find out from a service member how they transitioned into being a trainer.

 

Transitioning From the Military Into the Training Industry

As organizations grow, it becomes more difficult to maintain a personalized learning and growth path for every employee. At the same time, it is becoming more critical to personalize learning for employee engagement and to achieve personal and organizational success.
With disparate learning technologies and widely dispersed audiences, providing a personalized and learner-centric experience can be a challenge. Join us as we discuss these challenges and recommend six key steps for overcoming them.
Attendees will learn how to:

Break down learning boundaries and encourage meaningful integration.
Extend and enhance learning management system capabilities for large enterprises.
Create a single learner experience with multiple technologies.
 


Search results for 'John Marshall'

Categories

Refine By

Search results for 'John Marshall'

Categories

Refine By

Role

Topic

Industry