Product Description

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, jargonfree 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.

Product Details

• Amazon Sales Rank: #1259 in Books
• Published on: 2007-01-09
• Released on: 2007-01-09
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 256 pages

Features

• ISBN13: 9781401301309
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
• Click here to view our Condition Guide and Shipping Prices

From Publishers Weekly
Goldsmith, an executive coach to the corporate elite, pinpoints 20 bad habits that stifle already successful careers as well as personal goals like succeeding in marriage or as a parent. Most are common behavioral problems, such as speaking when angry, which even the author is prone to do when dealing with a teenage daughter's belly ring. Though Goldsmith deals with touchy-feely material more typical of a self-help book—such as learning to listen or letting go of the past—his approach to curing self-destructive behavior is much harder-edged. For instance, he does not suggest sensitivity training for those prone to voicing morale-deflating sarcasm. His advice is to stop doing it. To stimulate behavior change, he suggests imposing fines (e.g., $10 for each infraction), asserting that monetary penalties can yield results by lunchtime. While Goldsmith's advice applies to everyone, the highly successful audience he targets may be the least likely to seek out his book without a direct order from someone higher up. As he points out, they are apt to attribute their success to their bad behavior. Still, that may allow the less successful to gain ground by improving their people skills first. (Jan. 2)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist
By now, the CEO as celebrity is old hat. (Just start counting the books from former company heads.) That goes for the executive-recruiter-cum-president-makers. What has yet to be explored--until now--is the celebrity business coach, the individual who helps C-level executives correct flaws, whether invisible or public. A frequent interviewee in major business magazines like Fortune, Goldsmith, with the sage help and advice of his collaborator Reiter, pens a self-help career book, filled with disguised anecdotes and candid dialogue, all soon slated for bestsellerdom. His steps in coaching for success are simple, honest, without artifice: gather feedback from appropriate colleagues and cohorts, determine which behaviors to change (and remember, Goldsmith specifically focuses on behavior, not skills or knowledge), apologize, advertise, listen, thank, follow up, and practice feed-forward. Admittedly, this shrewd organizational psychologist only works with leaders he knows will listen, follow advice, and change--especially considering that he doesn't receive fees until improvements are secure and visible. On the other hand, these are words and processes anyone will benefit from, whether wannabe manager or senior executive. Barbara Jacobs
Copyright © American Library Association. All rights reserved

Review
"As a guy who has had some success in my life, I especially understood and appreciated what this book taught me. The point of the book is actually the title and subtitle. He states: "The problems we'll be looking at in this book are not life-threatening diseases (although ignored for too long they can destroy a career). They're not deep-seated neuroses that require years of therapy or tons of medication to erase. "More often than not, they are simple behavioral tics 'bad habits that we repeat dozens of times a day in the workplace' which can be cured by (a) pointing them out, (b) showing the havoc they cause among the people surrounding us, and (c) demonstrating that with a slight behavioral tweak we can achieve a much more appealing effect.

"One of the keys to a good business book can be found in the Table of Contents. This book is not different. The four sections are titled: The Trouble with Success; The Twenty Habits That Hold You Back from the Top; How We Can Change for the Better; Pulling Out the Stops. If you go into a bookstore to check this book out, just look at the twenty habits. They were a scary eye opener for yours truly. I used up one hi-lighter on this book and found way more bad habits I have and need to change than I care to admit. The nice thing about this book is that you can identify the flaws you didn't think you had and fix them without anybody knowing you had a problem. Now that is a huge benefit. All in all, this is an important book." -- Jack Covert, Jack Covert Selects, 1800CEOREAD

"Goldsmith has no interest in probing why people behave the way they do. He doesn't try to reshape their personalities. He measures success by the extent to which other people's perceptions of his clients change for the better . . . he teaches them how to apologize for their shortcomings -- 'the most magical, healing, restorative gesture human beings can make,' he writes in his book [What Got You Here Won't Get You There] . . . and then to ask for help in getting better . . . 'It's much harder to change people's perceptions of your behavior than to change your behavior,' he says . . ." -- Barbara Rose, Chicago Tribune

"If you decide to purchase one new book this year I encourage you to make it What Got You Here Won't Get You There. This is the top tier of leadership information available!" -- weLEAD Rating - highly recommended

"The book is written pretty much the way Marshall speaks. It is simple, brutally honest, and humorous. It doesn't try to get fancy. It's economically composed, crafted to be useful. It will appeal to people with no time to waste. Like its author, it's practical and to the point . . . What Got You Here will be required reading for many years to come. -- David Zweig, Senior Editor, World Business Academy Perspectives

"This is a superb book, practical with a rich understanding of human behaviour and how to change. Mr. Goldsmith has endless examples from his work and his own personal failings, and the result is a chance for readers whose companies don't hire him to get the benefit of his expertise." -- Harvey Schachter, Globe and Mail

"What holds you back from achievement? Marshall Goldsmith is an executive coach who has worked with over eighty CEOs in the world's top organizations -- so he's in the perfect position to examine how global leaders overcome self-defeating habits, translating these lessons to the modern condition and everyday man in What Got You Here Won't Get You There. From key beliefs in successful leaders to common behavior flaws, this book translates drawbacks to success, and will find an audience in any general-interest collection where self-improvement is of interest." -- Diane Donovan, Midwest Book Review/California Bookwatch

"You'll see the results whether you're a CEO or just getting started." -- BookPage

To Marshall Goldsmith: Thank You for Writing This Book (And We're Not Sucking Up):

Marshall Goldsmith is one of the most successful of corporate America's celebrity coaches -- he typically makes upwards of a quarter-million dollars for a year or so of work with each individual client -- and is also one of the best. ... The beauty of Goldsmith's approach lies not just in the simplicity of his insights, but also in the clarity of his advice. ... Goldsmith has written a leadership manual that could double as a guide to good parenting and marital peace. -- Knowledge@Wharton

Customer Reviews

Too Late for Me
Had I had access to the ideas in Marshall Goldsmith's book years ago, I would probably be better off.

At my advanced age, I have spent too much time working for myself. Sure, I recognize the importance of teams and team work. But I refer descending from my aerie, joining the team, completing the project and returning to the solace of personal contemplation Years ago, I found this works best for me.

Goldsmith, an executive coach, argues in his book What Got You Here Won't Get You There, that success delusion, holds most of us back. We, (read I):

1. Overestimate our (my) contribution to a project.
2. Take credit, partial or complete, for successes that belong to others.
3. Have an elevated opinion of our (my) professional skills and our (my) standing among our (my) peers.
4. Ignore the failures and time-consuming dead-ends we (I) create.
5. Exaggerate our (my) projects' impact on net profits by discounting the real and hidden costs built into them.

All of these flaws are borne out of success, yet here is where the book becomes interesting. Unlike others, Goldsmith does limit himself to teaching us (me) what to do. He goes the next step. He teaches us (me) what to stop. He does not address flaws of skill, intelligence or personality. No, he addresses challenges in interpersonal behavior, those egregious everyday annoyances that make your (my) workplace more noxious that it needs to be. They are the:

1. Need to win at all costs.
2. Desire to add our (my) two cents to every discussion.
3. Need to rate others and impose our standards on them.
4. Needless sarcasm and cutting remarks that we (I) think make us sound witty and wise.
5. Overuse of "No," "But" or "However."
6. Need to show people we (I) are (am) smarter than they think we (I) are (am.)
7. Use of emotional volatility as a management tool.
8. Need to share our (my) negative thoughts, even if not asked.
9. Refusal to share information in order to exert an advantage.
10. Inability to praise and reward.
11. Annoying way in which we overestimate our (my) contribution to any success.
12. Need to reposition our (my) annoying behavior as a permanent fixture so people excuse us for it.
13. Need to deflect blame from ourselves (myself) and onto events and people from our (my) past.
14. Failure to see that we (I) am treating someone unfairly.
15. Inability to take responsibility for our (my) actions.
16. Act of not listening.
17. Failure to express gratitude.
18. Need to attack the innocent, even though they are usually only trying to help us (me).
19. Need to blame anyone but ourselves (me).
20. Excessive need to be "me."
21. Goal obsession at the expense of a larger mission.

It is too late for me. I am too dysfunction. If there is still hope for you, this book is a witty, well-written start to addressing your unconscious, annoying habits that limit your ability to achieve a higher level of success.

You Can Get There From Here
"What Go You Here Won't Get You There" is an exceptional book, a powerhouse of information, insight and instruction.

The author addresses a particular audience: successful people who need to make a change to continue to be successful. It difficult to get people in that group to change, since they have reason to think they're pretty darn good anyway. Additionally, It is difficult to convince them that the very skills that got them where they are may be damaging their current success or preventing them from going further. So when he shows you exactly how to pull off such a miracle, you are going to be extremely impressed.

What is more impressive is the lavish detail Goldsmith provides to help you apply, on your own, the same process which he is paid $250,000 to undertake for each executive he coaches. He gives generously, tells all that you need, holds back nothing relevant. He richly illustrates his points with stories and examples that are so right-on-the-dime that you fully understand each point he makes. Yet, the writing is lean and tightly organized, packed into little over 200 pages.

Since you will want to read the book several times in study mode, the author's ability to be succinct is a very handy feature. And you will want to study the book carefully, because you will understand that this could be a real career-changer for you. In fact, it could be a real life-changer for you. The changes he describes are valuable in anyone's career or in their personal lives. They are all about interpersonal relations.

Goldsmith divides the book into four sections. In section one, he discusses why people resist change, what false beliefs obstruct change and how people have overcome those limiting beliefs. In section two, he lists, defines and describes the twenty most common harmful habits in interpersonal relations, with brief illustrations of how to handle them, specifically. In section three, he explains the change process. Exactly. I stand in awe of his eloquence. This is everything-you-ever-needed-to-learn about how to change. About how to make that change visible to others. About how to enlist others in the process of making the right change and making it last. In section four, he enumerates several important "rules" of change and shares various other analyses and insights that help complete your understanding of why and how to make effective, lasting change. This compendium of wisdom shows you how the author does what he does so well. You will be empowered to do the same for yourself.

You don't need to wait until you're wildly successful and need to break bad habits. Start from wherever you are in your progress through life and career and learn how to be powerfully successful in interpersonal relations by avoiding the bad habits or correcting any you may have.

His best book yet
First, full disclosure: I LOVE Marshall Goldsmith. He is a regular guest speaker at my course "Creativity and Personal Mastery" at both Columbia Business School and London Business School. He generously contributed a blurb for my book "Are YOU Ready to Succeed: Unconventional Strategies for Achieving Personal Mastery in Business and Life". He has given me sage advice many times. He is a good friend and trusted colleague.

Despite our relationship I have not reviewed any of his other books. Most are quite good but I am not sure that I would recommend any with the possible exception of Leader of the Future 1 & 2. (More disclosure - I have a small piece in the latter).

This book is different. Run and get it. I'll tell you why.

Marshall is lean as a rail, bald with a fringe of white hair and he cackles infectiously. If he was in a line up and you were picking persons that you thought would be spellbinding orators, you would pass on him. Yet, clad in his trademark green T-shirt and khaki trousers, he has repeatedly held my entire class in thrall. Many, many persons have told me that they got so much from his talk and thanked me for inviting him.

It is this voice, conversational and common-sensical, that comes through in this book. The same voice comes through in his magazine columns but not in his other books. And it is gold.

His insights are powerful. Here is an example: Have you ever had a subordinate come to you with a great idea? Your eyes light up and you exclaim "Brilliant!" You praise her effusively and suggest ways in which that idea could be made even better. In your mind you are being a supportive boss. Then you sit back and wait for her to follow through. But somehow she doesn't. The excitement and passion are simply not there. You chalk her down as "Lacks implementation effectiveness" and never even consider your own role in this failure. Some variation of this has happened to me many times and I never could figure out why.

What you have done is "added too much value". Your comment of "brilliant" is a judgment and your suggestions for improvement are actually a takeover of her idea. Maybe you improved her original idea by 10% but you reduced her commitment by 50% or more. She no longer feels pride of ownership and this is what is reflected in the lackluster follow on performance.

So what should you do instead? Read the book to find out!!

Here is another example: The entire corporate world is hung up on the notion of feedback. When is the last time you jumped up and down with excitement, singing and dancing, at the thought of receiving 'feedback' from your boss? (You should see Marshall enact this roleplay - he is a SCREAM!!) Feedback brings about anxiety, defensiveness and self-justification. Marshall has a better way - feedforward. In essence the focus is on what needs to be done now to achieve a goal you want to reach instead of what you did right or wrong in the past. Trust me, it works a whole lot better.

There are many, many such insights. I was - and perhaps still am - guilty of "winning too much". I'll bet that you are also. But I am now explicitly aware of it and know that I am better than I was.

The great thing about Marshall's work is that the principles are very easily extrapolable far beyond your worklife. Innumerable persons have become better parents, children and spouses by applying them.

Marshall aims to make you a better manager and a more effective executive. But in the process he also makes you a better human being. And that is why I applaud him so strongly.

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