Here's another gem for leaders who want to take their skills to the next level. No leadership book I have read so far had a "what not-to-do" for leaders. In early stage of development the focus is on improvements, and rightfully so, but if you want to take your leadership abilities to a whole new level, you must also identify your not-to-do list. I already have mine, with special emphasis on few.
What Got You Here Won't Get You There : How Successful People Become Even More Successful
Arrives by Thursday, Oct 29
About This Item
Whether you are near the top of the ladder or still have a ways to climb, this book serves as an essential guide to help you eliminate your dysfunctions and move to where you want to go.
Marshall Goldsmith is an expert at helping global leaders overcome their sometimes unconscious annoying habits and attain a higher level of success. His one-on-one coaching comes with a six-figure price tag. But, in this book, you get Marshall's great advice without the hefty fee!
"Marshall Goldsmith is one of the most credible thought leaders in the new era of business." -- The Economist
"For over a decade I have worked with Marshall in corporations and seen him teach. In my opinion, he is the best at what he does, bar none. He has that rare combination that makes a great teacher-thought leadership, classroom management, and presence." -- Vijay Govindarajan, professor and director, Center for Global Leadership, Tuck School, Dartmouth University
"America's preeminent executive coach." -- Fast Company
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Mark Reiter, Marshall Goldsmith
What Got You Here Won't Get You There
Customer reviews & ratings
Heres another gem for...
Thanks to @chrisfralic...
Thanks to @chrisfralic for reminding me how good this book is. So many little gems in here that it makes me, as a coach, jealous. Among my favorites: "Emotional volatility is not the most reliable leadership tool. When you get angry, you are usually out of control. It's hard to lead people when you've lost control. You may think you have a handle on your temper, that you can use your spontaneous rages to manipulate and motivate people. But it's very hard to predict how people will react to anger. They will shut down as often as they will perk up. Whenever I hear managers justify anger as a management tool, I wonder about all those other leaders who do not need anger to make their subordinates toe the line. Without anger to strike fear in the troops, how do these steady composed leaders ever get anything accomplished? But the worst thing about anger is how it stifles our ability to change. Once you get a reputation for emotional volatility, you are branded for life." "We can't see in ourselves what we can see so clearly in others."
Had I had access to th...
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. Penned by the Pointed Pundit January 24, 2007 9:38:12 PM
This is a worthwhile -...
This is a worthwhile - even important read if you've been a manager for a while. I recommend buying this in print because it will turn into part of your management reference library - like Drucker's "The Effective Executive". You can also get a lot of the content free at Marshal Goldsmith's web site.
A do-it-yourself coach...
A do-it-yourself coaching book to help you review your career, I'm at a point of frustration and stagnation and found it particularly relevant.
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