What Got You Here Won't Get You There: How Successful People Become Even More Successful
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.
spend a few nights at Keaton’s lavish weekend home, recovering from a mild cardiac episode. He and Keaton start off loathing each other but cool off sufficiently to have a flirtatious discussion late one evening in Keaton’s kitchen while she prepares a midnight snack. Keaton says, “I can’t imagine what you think of me.” Nicholson asks, “Do you ever miss being married?” “Sometimes,” she says. “Yeah, at night. But not that much anymore.” The subject shifts momentarily to what they want to eat,
worth it?” (b) conclude that it isn’t, and (c) say, “Thank you.” If you can stop yourself in this minor moment with someone who works closely with you and presumably knows you well—in other words, when nothing is at stake and you don’t have to flex your muscles—you have the skill to stop telling the world how smart you are. After all, if you can resist the urge in a really comfortable moment when you are in a dominant position, you will certainly hesitate in other situations when you are not so
in a portfolio manager. But as he rewinds the meeting in his mind, Martin is satisfied that he presented a strong case for himself, hitting all the high notes in his pitch. The next day Martin receives a handwritten note from the titan thanking him again but informing him that he will be going in another direction. Martin has lost the account and he has no idea why. Martin thought he was winning over the titan with overwhelming evidence of his financial acumen. The titan was thinking, “What an
fraught with obstacles. In my experience there are a hundred wrong ways to ask for feedback—and one right way. Most of us know the wrong ways. We ask someone, “What do you think of me?” “How do you feel about me?” “What do you hate about me? “What do you like about me?” These are all variations of the same encounter group question designed to elicit honest feelings between people. Well, we’re not running encounter groups here. These types of questions are particularly pernicious in power
chorus of yeses. “Does it work? Does it teach you where you need to improve?” Another yes chorus. Then I focus on the men: “How many times do you do this at home? That is, ask your wife, ‘What can I do to be a better partner?’ ” No yes chorus. Just silence. “Do you men believe this stuff?” I ask. Back to the yes chorus. “Of course!” they say in unison. “Well, I presume your wife is more important to you than your customers, right?” They nod. “So why don’t you do it at home?” I can see