What Got You Here Won't Get You There: How Successful People Become Even More Successful
Format: PDF / Kindle (mobi) / ePub
America’s most sought-after executive coach shows how to climb the last few rungs of the ladder.
The corporate world is filled with executives, men and women who have worked hard for years to reach the upper levels of management. They’re intelligent, skilled, and even charismatic. But only a handful of them will ever reach the pinnacle -- and as executive coach Marshall Goldsmith shows in this book, subtle nuances make all the difference. These are small "transactional flaws" performed by one person against another (as simple as not saying thank you enough), which lead to negative perceptions that can hold any executive back. Using Goldsmith’s straightforward, jargon-free advice, it’s amazingly easy behavior to change.
Executives who hire Goldsmith for one-on-one coaching pay $250,000 for the privilege. With this book, his help is available for 1/10,000th of the price.
be confident about your expertise, and, short of being insubordinate, stick to your position. Years ago a chocolate maker I know in San Francisco agreed to make a sampler box of twelve chocolates for the late designer Bill Blass. They designed a dozen different chocolates for Blass’s approval, which he insisted upon since the chocolates would bear his name. But sensing that he would resent not having a choice, they seeded the selection with a dozen other types which they regarded as clearly
what makes me unhappy,” he said. “And that’s why I’m so grouchy. If I can fix that, maybe everything else will improve, too.” I had to admire his honesty, if not his logic. It fit with his feedback, which said he was self-involved to the point of vanity. He thought he knew all the answers. That’s what he needed to change. At the same time, I knew the old saw, that if you don’t have your health, nothing else matters. So maybe Matt was right. Maybe if he felt better about his looks, his health,
ignoring them. I was beaming with pride—not only with the results but also with the fact that, like a skilled soft-side accountant, I documented them. I was so proud, in fact, that I went to my kids, both teenagers by this time, and said, “Look kids, 135 days. What’s the target this year? How about 150 days?” Both of them said, “No, Daddy, you have overachieved.” My son Bryan suggested paring down to 50 days. My daughter Kelly agreed. In the end both voted for a massive cutback in time with
deadline, he’d get a $500 bonus. To no effect. The writer still missed his deadlines. Apparently, he was making enough money so that an additional $500 a month didn’t make that much difference to him. It was no different when the entrepreneur increased the bonus to $3000. Still no improvement. Only when the boss resorted to deducting $3000 from the writer’s paycheck did he change his ways. Economists would call this “loss aversion”—the phenomenon that we hate losing something more than we enjoy
championships soon after he arrived. I cite sports examples here because the information is public and readily available, not because it’s free agent behavior at its most extreme. Believe me, this same extreme “what’s in it for me” attitude goes on thousands of times a day in companies across America. People unhappy. People running off resumes at Kinko’s. People testing the job market. People leaving good jobs for better ones. All because their bosses were blind to the real reasons they came to