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Marshall Goldsmith approach to Change
I’m currently reading *Triggers* by Marshall Goldsmith as part of an alumni coaching book club. In our group, we regularly share thought-provoking books that not only enhance our professional development but also deepen our understanding of the coaching process and environment. These books provide valuable insights into how we can become more effective coaches and improve the impact of our work with others.
One common framework in business and change management is the familiar question: “What should we stop, start, and continue?” This simple question often sparks productive thinking when teams reflect on a project or a change initiative. However, its application isn’t limited to the workplace. It’s a framework that we can use in various aspects of our lives, from personal growth to relationship management, and even within coaching contexts.
Marshall Goldsmith’s approach in *Triggers* builds upon this concept but adds greater depth. Instead of simply reflecting on what needs to be started or stopped, Goldsmith invites us to explore the positive and negative elements in our lives, emphasizing the importance of both change and acceptance. He introduces a more sophisticated four-box grid, which I believe offers a nuanced way of thinking about change, stability, and growth. The categories in his model are as follows:
1. What can we create, develop, and enhance?
This category encourages us to think about how we can actively build upon what’s already working well in our personal or professional lives. It’s about fostering growth and maximizing potential—whether it’s in relationships, projects, or skills.
2. What should we accept?
Here, Goldsmith challenges us to distinguish between things we can change and things we must tolerate. Acceptance requires patience, understanding, and a recognition that some circumstances or aspects of life are beyond our control. It’s not resignation, but a conscious decision to let go of the desire to change everything.
3. What should we preserve?
This is the most reflective category, asking us to identify what is valuable enough to protect and maintain. Whether it’s a personal value, a professional practice, or a team dynamic, knowing what to preserve allows us to safeguard the core aspects that make us successful or fulfilled.
4. What should be pruned?
Goldsmith’s pruning category urges us to eliminate the unnecessary. It’s about cutting out habits, practices, or relationships that no longer serve us or may even be hindering our growth. Pruning involves removing clutter—both physical and psychological—to make space for what truly matters.
While Goldsmith’s model is a helpful tool for framing reflection, I personally find it somewhat simplistic and formulaic. It falls into a common pitfall of many management frameworks, where complex, multifaceted situations are boiled down into neat, easy-to-digest categories. While the four-box grid does offer clarity, it risks oversimplifying the nuanced nature of human behavior and decision-making.
As George Box famously said, “All models are wrong, but some models are useful.” This captures the essence of why such frameworks can still be valuable despite their inherent limitations. The four-box grid may not provide a comprehensive solution to every challenge, but it serves as an excellent starting point for reflection. It invites us to question our assumptions, consider new perspectives, and ultimately arrive at more informed decisions.
In my own experience, the real merit of Goldsmith’s approach lies not in the categories themselves, but in how they provoke thought and encourage deeper self-awareness. It’s less about rigidly fitting aspects of our lives into predefined boxes and more about using these categories to start a conversation with ourselves—one that helps us identify areas for growth, areas to accept, and areas to let go of.
Ultimately, whether or not we choose to fully adopt Goldsmith’s four-box grid, the process of reflection it encourages can be incredibly valuable. It reminds us to regularly pause, reflect, and recalibrate our priorities—something that, in the fast-paced world of coaching and business, is often overlooked.
