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Disrupt Yourself with Whitney Johnson and Marshall Goldsmith

Disrupt Yourself with Pay for Results

Whitney Johnson explores Marshall’s pay for results philosophy and business approach. Learn where it started and how Marshall has the guts it takes to put his “money where his mouth is”.

Author of Disrupt Yourself, and expert on disruptive innovation and personal disruption, Whitney Johnson, explores Marshall Goldsmith’s executive coaching career, philosophy, and life in this entertaining series.

5 Great Ways to Keep Your Superstars
By Marshall Goldsmith

When giving feedback to your superstar performers, the key issue to recognize is that the “no news is good news” feedback approach is not an effective management technique for handling them.
Too often we assume that these individuals know how much we value their contributions and we take the lazy approach to providing feedback: “You know you’re doing a good job.” Or worse: “Write your own performance review and I’ll sign it.” Sound familiar?
Here are some quick tips to more effectively discuss performance — and motivate — your top talent:

  1. Approach the discussion with the same preparation and attention to detail that you focus on team members with problem or growth opportunities. If they truly are valued by you and the organization, give them the thoughtfulness, respect, and time that they deserve.

  2. Recognize that the quickest way to encourage a top performer to start looking for a job elsewhere is to tell them: “there is nothing that you need to work on.” Based on our database of over 4 million leaders, the highest ranked behavior of our top performers is a commitment to self-improvement. These people want — and need — to learn and grow. Help them identify opportunities.

  3. Specify the value that these performers bring to you and to the organization. Express the cause and effect of their contributions/role in the organization and the appreciation that you personally feel.

  4. Be as honest as possible about future opportunities within the organization. Don’t commit beyond your span of control. It is better to be candid and maintain trust than to have these individuals’ base decisions on deals that you cannot keep.

  5. Recognize that as their leader, you have the greatest ability to retain these human assets. The number one factor that influences people’s intent to stay or leave a job is their satisfaction or dissatisfaction with their leader – so keep them challenged; provide them with ongoing feedback; and recognize/express your appreciation for their contributions.

Most importantly, recognize that you will have the most impact on their continued growth and satisfaction.

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  1. Thank you Marshal, you just assured me about my way to coach i do it( paid if change is effective) and now am sure that am on the right way, thanks

  2. I love this story about Dennis Mudd. His integrity and value despite his obvious need for payment are unmatched in today's business world as far as I know.

    My first professional career position was a young Engineer with Johnson Control as an Energy Engineer … we provided "Performance Contracting" … our clients did not pay us unless the energy bills were less than when we started the project. I fell in love with this concept — having been brought up from very humble beginnings, little home w/no running water etc. I appreciated the value of a dollar.

    I strongly believed that unless you deliver value you should not be compensated. When I learned of Marshall's Stakeholder Centred Coaching, its outcomes, and the business model it was a no-brainer … I have been delivering it as he designed it ever since!

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